CASE STUDY Pfizer's PR campaign „Openly about sex“ - PRO.PR

pro.pr.com

CASE STUDY Pfizer's PR campaign „Openly about sex“ - PRO.PR

Slovenia: Heading for the EU Presidency

PR in Germany

Smashing Sex Inequality in Grand Slam Tennis

Munich’s Octoberfest

International sailing regatta ACI Match Race Cup


16. James Davies

5. Editorial

Editor in chief: Danijel Koletić

Editorial staff: Dino Švedek, Mirjana Mureta,

Zlatan Jaganjac

Regional editors:

How a measurement culture had

transformemd the marketing landscape

6.-7. How to win a national election

8.-9. Heading for the EU Presidency

IMPRESSUM

- Sabina Povšić Štimec (Slovenija)

- Amela Odobašić (Bosna i Hercegovina)

- Nikolina Dežmarić Krofak (Hrvatska)

- Dragana Jovanović (Srbija)

- Zvezdana Oluić (Crna Gora)

- Konstantin Ikonomov (Makedonija)

10.-11. About HINA - Croatian Press Agency

12-13. Challenges in Serbia’s publishing

market

18-20. Public Relations in Germany

22. Croatian journalism - now and then

23.-24. Media picture in Croatia

25. The role of media monitoring in PR

30.-31. Macedonians made the biggest

In this issue writting: Angelika Wagner, Anže Logar, Nada

Serajnik Sraka, Darko Odorčić, Milica Milić, James Davies,

Thorsten Luetzler, Ante Gavranović, Nella Mandić, Sanela

Tunović, Annette Uhlmann, Nadica Dimitrovska, Sara

Pennant, Marijeta Lazor, Gabriele Weishaupl, Tina Eterović

Čubrilo, Altijana Marić, Dragana Jovanović, Ramona

Gasteiger, Nikolina Dežmarić Krofak, Jorg Kramer, Zlatan

Jaganjac, Gracia Krainer, Dino Švedek,

Cover page: Milica Milić, Head of Public Relations,

Colour Press Group

Hellmann’s Russian salad

32.-35. Smashing Sex Inequality in

Grand Slam Tennis

36.-38. Fairs - PRofessionals’ Challenge

26.-29.

LEGOLAND

Deutschland - world for

heroes

Translations: Luke Davis, Mirjana Mureta

Prepress: Igor Jeremić

50.-53.

40.-42. A story of open and successful

Publisher: Apriori komunikacije (www.apriori.hr)

Address: Florijana Andrašeca, 10 000 Zagreb, Croatia

Info phone: +385 (0)1 3099 526

Edition: 10000

PRO PR” is a four season magazine for public relations

and individuals that use communication as their basic

working tool.

Press: KRATIS, Zagreb, Croatia

www.kratis.hr

This issue is not for sale

communication - Pfizer’s PR campaign

“Openly about sex”

44.-47. Munich’s Oktoberfest

48.-49. F.I.J.E.T.

54.-55. PR in Serbia

56.-57. Frankfurt - A Cosmopolitan City

in the Heart of Europe

58.-59. Internal communication in

practice - VARTEKS

60.-61. PressWatch

Sarajevo Film

Festival

62.-63. Internation sailing regata

ACI Match Race Cup

64.-65. Ruzicka’s House

HAPPY NEW YEAR!

PROPR winter 2007.


PROPR winter 2007.

Honored

colleagues

Danijel Koletić

EDITOR IN CHIEF

editor@pro-pr.com

Welcome to Sarajevo

&

Germany is the main subject in the third issue of our magazine. You will

find theoretical articles as well as practical samples from Germany. All those

who did not attend our congress in Ohrid can read about the campaign

of the German Chancellor Angela Merkel.

There is, also, a selection of regional topics. I believe that they will be very

useful to all of you. I thank our colleagues from the UK who supplied us

with two interesting topics.

Corporate communications is the topic of our upcoming congress. This is

taking place in Sarajevo, from April 16-20, 2008, in the Hollywood hotel.

Therefore, I have figuratively named it the „star congress“.

editorial

those who are to

become one

You can find the official programme and all details related to it on our website

www.pro-pr.com, which has been redesigned and replenished with

more data.

I put the emphasis here on the Information centre, where a display of all the

agencies that meet the standards of the PR profession can be found. Another

new icon of our website is the PRO PR club, initiated by our colleagues and

congress participants from Serbia. The idea of the PRO PR club is to bring all

PR professionals together and annually organise their several casual meetings.

I thank all of them for taking a step forward from our congress and magazine,

as well as for applying our slogan „networking in motion“ in practice.

We look forward to seeing you in Sarajevo at our 6th International Public

Relations Congress PRO PR. Until then, on the behalf of the editorial, I

send my regards to all of you.


Germany

How to win

a national election

The election campaign 2005 of the Christian Democratic Union (Germany)

.

Angelika Wagner,

CDU headquarters Berlin

The campaign of the centre-right party, the Christian

Democratic Union (CDU), for the elections

of the German Bundestag (parliament) in the year

2005 was special for various reasons. Firstly, the general

election took place one year before time. This

caused a challenging situation for our party regarding

the short period of time to prepare a national

election campaign. Secondly, the CDU was glad

to present for the first time a woman to run a candidacy

in the history of Germany - Angela Merkel.

Thirdly, despite the short period of time we introduced

some new campaign elements.

Initial situation

After several federal state elections throughout Germany

in the years 1998 to 2005 the CDU took over

or participated in 13 out of 16 state-governments.

With May 22nd 2005, the counterpart to the CDU,

the Social Democratic Party (SPD), lost the election

in one of the largest federal states, North Rhine-Westphalia,

after almost 40 years of leadership. This

was to become the turning point regarding the national

elections. In the evening of May 22nd the German

chancellor, back then Gerhard Schröder (SPD),

decided to call for early elections.

Regional states in Germany

After this regional election, opinion polls showed

that the German government, at that time a coalition

of the Social Democratic Party and The Green

Party (“Red and Green”), did not have the support

of the majority of voters anymore. Referring to those

developments a constitutional process was initiated

that resulted in the decision of the President of

the Federal Republic of Germany, Horst Köhler, to

suspend the German Bundestag and to hold early

elections in September 2005.

Campaign structure

The CDU divided the short time span of 119 days

between May 22nd and September 18th 2005 - a total

of only 17 weeks - into three periods. The campaign

started with a two-month period called “Pre-

Campaign”, where we selected the main topics for

the CDU-party platform and nominated the candidate

for the Chancellor’s office: Angela Merkel.

During the second phase of the election campaign

the main goal was to mobilise as many voters and

supporters for the CDU as possible. The last three

weeks of campaigning are called the “Crucial Phase”,

since a lot of voters make up their minds in the

very last days before Election Day.

Die Bilanz von Rot-Grün:

Alle 15 Min.

eine

Firmenpleite.

Deutschland

braucht den Wechsel

Herausgeber: CDU-Bundesgeschäftsstelle · Marketing und Interne Kommunikation · Klingelhöferstraße 8 · 10785 Berlin · Bestell-Nr.: H251

posters and bilboards:

„Every 15 minutes a company goes bankrupt.”

„Take advantage of Germany’s chances. CDU”

„More economic growth. More jobs. CDU”

Communication strategy

Even though the Social Democrats seemed to have

lost majorities, Chancellor Gerhard Schröder as a

person was still very popular. Therefore, it was necessary

for the CDU to point out the failures of the

Red and Green government to support the public

request for political change and to prevent Gerhard

Schröder from benefiting from his status of the incumbent

chancellor.

As it is known, it is more likely that the government

will be voted out rather than the opposition party

being voted in. Consequently the communication

strategy of the CDU was based on three pillars: First

pillar: attacking the government with facts without

attacking Gerhard Schröder personally, second

pillar: pointing out what CDU would do better and

third pillar: linking the promises to the candidate

Angela Merkel. The main argument was the failing

of the coalition of Red and Green, shown by the grave

economic situation in Germany. The inefficiency

of the government was substantiated by numerous

facts regarding the economy, unemployment rates

and public debts.

The tonality of the key messages concerning the

promises was kept authentic, optimistic and honest.

The main topics were how to initialise the growth

of the economy, establish more jobs, provide a more

secure environment and consolidate the state budget.

The key statements or promises of Angela Merkel

implicated that she stood for a change of politics

and that she would present more reliability and provide

new confidence to the German citizens.

Campaign elements

There were a couple of different elements to transport

our slogans. In addition to traditional campaign

elements, such as billboards, posters, brochures,

Giant poster next to the motorway

Volunteers of “teAM future” at the General Party Conference in Dortmund,

28th August 2005.

Advertisement of VIP campaign “Angela Merkel has our support”

Angela Merkel at the inauguration ceremony in the German Bundestag

22nd November 2005.

PROPR winter 2007.


TV and radio spots CDU included new elements such

as, for example, special poster placements like giant

banners, truck rears and giant posters next to

the motorway. The aim was to reach as many people

as possible.

The internet is a very important platform for communication

- especially in a short-time campaign.

With our CDU campaign website we were able to

inform interested users of all our news and activities.

The campaign website www.cdu.de gave access

to special websites for our target groups such as

senior citizens, women up to the age of 45, German

expatriates and young people in their twenties and

for information on the political opponent. To promote

our campaign website for the first time we placed

internet banners on websites of companies like

AOL or media websites like the big German magazine

“Der Spiegel”. Also the CDU headquarters produced

a podcast of the Secretary General and campaign

manager, Volker Kauder, which was called

“iKauder”. In this diary-type podcast he informed

listeners of the latest news and developments concerning

the election campaign. These audio files were

especially made to attract and inform young people.

In addition to this, young people were invited

to send us text messages with their ideas for future

politics. This interactive campaign tool was called

“your vote counts” and was promoted with free postcards

in bars and with a special website.

Volunteer campaign

We wanted to mobilise as many people as possible,

not only traditional CDU-voters, but also supporters

of Angela Merkel and people who wanted political

change in Germany. Therefore, a special grass-roots

organisation was founded: the so called “teAM future”.

The two capital letters A and M stood for An-

PROPR winter 2007.

Herausgeber: CDU-Bundesgeschäftsstelle · Marketing und Interne Kommunikation · Klingelhöferstraße 8 · 10785 Berlin

gela Merkel. Other than that, it was intended to not

include the CDU-signet or anything linked to the

CDU, only the CDU corporate identity colour, orange,

was used in addition to the German flag.

Of course party members were allowed to join, but

the main purpose was to encourage volunteers outside

the CDU to commit to change and to Angela

Merkel. A great deal of promotional material was

produced, for example orange T-Shirts, pins and buttons.

In the CDU headquarters in Berlin worked a

small group of volunteers, who were responsible for

organising the whole teAM future campaign. Via internet

and e-mail they established a network for volunteers

in the different federal states, regions and

cities throughout Germany. In total they coordinated

254 team leaders and 32,000 supporters with

their grass-roots campaigning. Their main tasks

were to support the candidates in the constituencies,

for example, to help put up posters or spread flyers

and information sheets. The teAM future went

along to rallies and supported Angela Merkel with

banners and big placards showing: “Angie” and “Vote

for change”. During the TV debate between Gerhard

Schröder and Angela Merkel volunteers all

over the country organised “watch parties” for family

members, friends and colleagues.

VIP campaign “Angela Merkel has our support”

We were delighted that more than 100 celebrities

from sport, art, science, economy, media and entertainment

took part in our VIP campaign and mobilised

voters with their commitment to Angela Merkel.

In the internet gallery of the VIP campaign website

many celebrities published a statement of why

they supported Angela Merkel. They also supported

the CDU election campaign through advertisements

and media statements.

„Angela Merkel

hat unsere Unterstützung.“

Bei der Bundestagswahl am 18. September steht viel auf dem Spiel: Es geht um die Zukunft unseres Landes, es geht um Arbeit, Wachstum und

Sicherheit. Wir wollen ein Land der Chancen und der Zuversicht für die Menschen. Deshalb unterstützen wir Angela Merkel.

Freya Klier,

Autorin und Regisseurin

Christian Thielemann,

Generalmusikdirektor Münchner Philharmoniker

Gunda Niemann-Stirnemann,

Eisschnellläuferin

© Bayreuther Festspiele

Thomas Stein,

Medienmanager

Uschi Disl,

Biathletin

Karl-Erivan W. Haub,

Gesellschafter Unternehmensgruppe Tengelmann

© A. Zedler

Jürgen Strube,

Manager

Charles Huber,

Schauspieler und Schriftsteller

Peter Neururer,

Fußball-Trainer

© Public Address © Jürgen Schulzki

Justus Frantz,

Dirigent und Pianist

HA Schult,

Aktionskünstler

Ezard Haußmann,

Schauspieler

© osicom

© Rainer Unkel

Joachim Fuchsberger,

Schauspieler

Claudia Pechstein,

Eisschnellläuferin

Dietmar Hopp,

Gründer des Softwareunternehmens SAP

© Sven Simon

Isabell Werth,

Dressurreiterin

Ralf Moeller,

Schauspieler

Christiane zu Salm,

Medienunternehmerin

Herausgeber: CDU-Bundesgeschäftsstelle · Marketing und Interne Kommunikation · Klingelhöferstraße 8 · 10785 Berlin

Bild am Sonntag, 11. September

© Reitsport Waldhausen

© Mayk Azzato

The last days of the campaign

The tool of direct communication is essential to reach

voters. As we have approximately 61 million people

in Germany who are entitled to vote, it is important

to meet different interests and to have the right

media mix. Therefore CDU sent 1.5 million mailings,

4 million e-mails and 500,000 text messages

in the last week before Election Day alone. Moreover,

the employees of the CDU headquarters, as well

as our candidates in the constituencies and volunteers

in 74 German cities, worked for 24 hours straight,

answering phone calls, writing e-mails and

letters or text messages and doing canvassing in restaurants

and bars, providing cab drivers and shift

workers at night with coffee or tea. The message

was clear: the campaigners of CDU work hard for

success and maintain their activities until polling

stations close.

Outcome of the election

The CDU won 35 percent and the SPD reached 34

percent of the votes. In comparison to the last national

election this meant a loss of votes. But we reached

the aim of the campaign: the CDU became the

strongest party in parliament and built a coalition

under the lead of the first female Chancellor of the

Federal Republic of Germany, Angela Merkel.

In retrospect it became clear that the decision to

focus on the mobilisation of voters and volunteers

was the right strategy. In particular, the popularity

and success of the volunteer campaign “teAM future”

exceeded all expectations. Furthermore, it was

the well-balanced mix of traditional campaign elements

(billboards, TV and radio spots) combined

with new elements (podcast “iKauder”, internet banner,

direct communication, VIP campaign) that

brought the CDU back to power.


.

Slovenia

Step away from the EU Presidency

Anže Logar, M.A.

Director, Government Communication Office

Slovenia is just a step away from the EU Presidency. For six months our every

move will be scrutinised by the international media, politicians and general

public. For six months we will be measured against European standards.

The Government of the Republic of Slovenia became

aware of this very early on. In 2005 it launched

intensive Presidency preparations and, two

and a half years later, the Core Working Group for

the EU Presidency, the country’s highest strategic

body dealing with the preparations, has established

that all the intermediate stages of preparations

have been successfully concluded. What

awaits us next is to define Slovenia’s Presidency

priorities.

The final stage of preparation is under way. At

the beginning of November, the Core Working

Group will have finalised a list of priority issues

and will have submitted it to the cabinet to be

approved, whereupon it will be referred to the

National Assembly at the beginning of December,

and presented to European foreign ministers

at the General Affairs and External Relations Council.

The list of Slovenia’s priorities will be presented

to the broader public in January 2008 at

the European Parliament session in Strasbourg

by the Prime Minister of the Republic of Slovenia,

Janez Janša.

Slovenia has been an EU member for (only) three

years. A mere sixteen years ago, we were part of

a federation of socialist republics - or to be more

precise, we were withdrawing from it. Could

anyone have been so bold back then as to predict

that less than two decades later we would take

the wheel of the European Union - a community

of nearly half a billion people from 27 member

states, committed to common values and the rule

of law? Probably not. The EU Presidency will also

have an indirect impact on the way our country is

perceived in a political sense. Now, three years after

the accession, we can hardly still be labelled a

new member state, yet we are not part of the ‘Old

Europe’. The first half of 2008 will be our chance

to become an established member. We now face a

test of maturity, a new pilot project of placing Slovenia

on the maps of both Europe and the World.

Are we capable of this? The perennial questions,

such as, Can we handle it, Do we have enough staff

to do it, and How much is it all going to cost, are like

a reflex that is triggered in us every time we

have to face major international challenges. Our

short modern history shows that in key moments

we always stand shoulder to shoulder, which is also

the reason for the numerous successes we have

achieved on our short independent journey.

The success of Slovenia’s Presidency will depend

on everyone and everything. On the global political

situation. On European institutions. On the

Government, the coalition and the opposition,

the economy, the media and the citizens. Therefore,

it is vital that we are all aware of the significance

of its significance. The Presidency is a joint

project which entails national unity. The proximity

of parliamentary elections in the autumn of

2008 is an additional challenge, which should not

tempt political forces into jeopardising our position

at the top of the EU for short-term political gains.

An unsuccessful Presidency would benefit noone

- neither our citizens, nor internal politics,

and even less so our reputation or that of the Community.

There is no denying, in the EU of 27 or

even more members, the chance to leave a second

impression is not exactly around the corner.

Slovenia:

Although it may seem that the presidency of the Council

of the EU is about a matter of running and managing

European policies, which usually interest a

smaller circle of the public, one has to disagree with

this assumption. In addition to all the stakeholders

(politicians and employees of EU institutions,

delegates, diplomats, government officials from EU

member states), the Presidency is closely followed

by the expert and professional public (journalists,

non-governmental organisations, interested professionals),

who expect and demand a quality, timely

and constant insight into decisions, documents

and events. Not least because the ritual nature of rotating

presidency entails tasks and numerous meetings

held in the presiding country, the Presidency

is followed by its citizens. Due to complexity and

scope, preparation and realisation of a presidency is

a tremendous task, both in terms of content and logistics.

Communication activities have taken their

due place in the project, as one cannot imagine

a Presidency without proper communication support,

which includes several stages of activities,

unites domestic and foreign stakeholders and, particularly,

faces different interests and challenges.

Slovenia has successfully carried out several communication

projects at the highest level. To mention

only the largest: two visits by the Pope, the first

Bush-Putin summit, an OSCE ministerial, an informal

meeting of NATO defence ministers. We can

therefore say that we have extensive experience in

international communication and communicating

European issues.

However, the requirements are different now, and,

above all, all activities last six months. One cannot

find information on communication support during

a Presidency in a manual. So, how to prepare? Experience,

guidelines and recommendations communicated

personally among representatives of communication

offices of the Presidency countries and

an exchange of materials, visits of experts, occasional

in-house seminars, visits to key events and press

centres, and talking to journalists in Brussels,

correspondents from our country, and journalistic

veterans of key European and international media.

Three basic pillars of communication support

The Presidency communication programme is not

completely open to create. Many things have been

predetermined and coordinated, which every presiding

country must consider. The Presidency lasts

only six months, and after several rotations many

countries have agreed that it does not make sense

to waste money, time and energy figuring out new

ways of presentation. Therefore, the last few years

have seen functional presidencies, curtailed in sco-

PROPR winter 2007.


Heading for the EU Presidency

Communicating during the Presidency - Between

Responsibility and Opportunity

pe: there are fewer events, the structure of the main

website is very minimalist and purely functional,

the scope and range of gifts is decreasing, etc.

Despite all these changes, there are three basic areas

that every communication support programme

must contain: media relations, the promotion of the

Presidency and web communication. Some countries

add a fourth dimension: relations with the domestic

public.

Media relations

The media are key followers, but also severe critics

of Presidency programmes and activities. This

especially holds true for media representatives in

Brussels, who are extremely well-informed experts

in their field as they have been following the work

of European institutions for years and are very well

organised. The Presidency is also closely monitored

by the media at home, although their interests

and emphasis are different. The Brussels correspondents

comment on the provisions and decisions

of EU policies, while the media at home are critical

of seemingly less relevant issues, mostly referring to

organisation and costs, and the seemingly negligent

attitude to the government agenda at home.

Our media strategy will have the following key elements:

a systematic approach to the media (statements

on arrival at meetings, informal briefings before

European Councils via a video conferencing system,

informing the press via text messaging, regular

press conferences, meetings with correspondents,

etc.), clear messages, efficient coordination

between the capital and Brussels (audio-conferences

between key speakers) and up-to-date information

on the Presidency website. In addition to politicians,

official spokespersons will also have a key

role - the ones in the Permanent Representation of

the Republic of Slovenia to the EU in Brussels will

closely collaborate with the Presidency Spokesperson

in Slovenia, and spokespersons of the Ministry

of Foreign Affairs and other ministries and bodies

contributing to the Presidency. Together they will

form a communication network based on the daily

exchange of views, opinions and proposals.

Many events will be held in Slovenia; most of them

in the new conference centre in Brdo, just a few elsewhere.

The guiding principles in dealing with the

media will be openness, quick responsiveness, and

the best possible service.

www.eu2008.si - official website of the Slovenian

Presidency of the Council of the EU

The main Presidency website is the hub. It is the

key communication channel, the ‘public face’ of the

presidency, and doubtlessly the main reference po-

PROPR winter 2007.

int for all the rather demanding and specific users.

Presidency websites are not intended for the general

(foreign or domestic) public, but for all who have

a professional interest: journalists, diplomats, civil

servants of EU member states, non-governmental

organisations, academics, etc.

The practice of the last few Presidencies established

the current typical architecture and content

structure of the Presidency website. The Slovenian

website layout will follow accordingly and have key

chapters, including Calendar, News, Media Service,

Policy Areas, The Council Presidency, the Council

of the EU, About the EU and the presiding country.

The layout must also consider the latest technology

and offer services via modern communication tools,

such as e-news, on-line accreditation, e-events calendar,

text messaging, RSS, podcasts, e-bulletins,

and live streaming of selected events.

According to established practice, the website www.

eu2008.si will come online in a somewhat abridged

version, aimed primarily at journalists, on 1 December

2007. The website will be fully accessible from 1

January 2008. It will also be available after the Presidency,

but in an ‘archived’ version.

Promotion of the Presidency

The concept of Presidency promotion includes a

recognisable visual identity, gifts and promotional

events in European institutions and the presiding

country. Designers do not have an easy job, as they

have to unite many different interests and satisfy

every possible taste. As a rule, the visual identity is

a well-guarded secret and is only unveiled a month

before the start of the Presidency.

Promotion also includes gifts for event participants

and other people. The Presiding country carefully

selects the gifts, which also feature the Presidency

logo. The range of gifts varies greatly: there are protocol

and promotional gifts (for delegates) and gifts

for the press. Some countries choose heritage-themed

gifts, while others promote the achievements

of cutting-edge technology and design.

The third group are cultural and informative events

in Brussels, other member states and at home. Slovenia

will stage a series of events, the more prominent

being an exhibition of the architect Jože Plečnik,

a concert by the Slovenian Philharmonic in Brussels,

events to mark the occasion of the Year of Intercultural

Dialogue, and the 500th anniversary of

the birth of Primož Trubar, presentations of Slovenia

in other EU member states, etc.

Presiding for the public at home

Most countries know that the public at home has to

be prepared for the Presidency in time. It has to be

.

Nada Serajnik Sraka, M.A.

Government Communication Office

explained what the Presidency means for the country,

what it brings, and realistic expectations have

to be built. The Presidency is also a good opportunity

to raise interest in European issues and values,

and to show the domestic public what a country

can achieve with EU membership. In this respect,

politicians, public servants, business representatives

and media from the EU have a particularly important

role.

Slovenes will not neglect the Slovenian public. In

addition to regularly presenting all aspects of the

Presidency through different activities and channels,

we will use this time to present the significance

and duties of the Presidency, while providing

in-depth explanation of EU issues high on the Slovenian

political agenda: the external Schengen border,

the Treaty on the constitution, inter-cultural dialogue,

enlargement, etc.

On the road to success

In its six-month term every country seeks to fulfil

its tasks as successfully as possible. Success is measured

with different criteria, the most important

being political. It is not easy to achieve good and

significant political decisions, particularly in more

complex areas. Among the public, the number of

fulfilled goals as against those announced and success

in tackling unforeseen challenges play an important

role. In this respect, reporting in the most

influential media is of the utmost significance for

the broader public.

Experience shows that small countries are more

successful in their Presidencies, mainly because

they take it more seriously and prepare themselves

better. In Slovenia, we have prepared ourselves well

and left nothing to chance. In a year, we will be able

to realistically assess how successful we were in individual

areas.


Croatia

10 PROPR winter 2007.


PROPR winter 2007.

About HINA

Croatian Press Agency

1. The Croatian News Agency Hina was established

on 26 July 1990 in Zagreb by the Hina Law. The

very first news was sent out on 17 August 1990.

In November 2001, the Croatian Parliament passed

the new Hina Incorporation Law transforming

the agency from being state-owned into an

independent public institution and independent

public media. In November, Hina was entered as

a legal entity into the register of the institutions

of the Zagreb Commercial Court. Hina’s mission

to provide accurate and complete information

is carried out by about 20 general and specialised

news departments that produce about 400

texts with over 150,000 words around the clock

in both Croatian and English. Hina provides

multimedia services and has its own photo service

(Fah) and audio service, as well as an electronic

database with about 1.5 million entries. Hina

employs 170 people, 120 of them being editors

and journalists.

2. The Hina Incorporation Act guarantees the editorial,

managing and economic and financial independence

of Hina, which is defined in more

detail by the Statute of Hina. I remind you that:

“Hina acts in accordance with the principles of

independent, unbiased and professional news

agency reporting” ... Hina may not be “exposed

to any influence that can jeopardise the accuracy,

objectivity or credibility of its information”

and must not “de facto or de jure come under

the grip of or become the property of any ideological,

political or economic group”. Hina’s independence

is reflected in its financial independence

and the right to arrange its internal organisation

and models of work by its bodies.

by Darko Odorčić

HINA, Editor in Chief

3. Hina covers the country and the world through

journalistic and correspondents’ reports, using

the services of a dozen global agencies and other

sources (WEB, information on the Internet, etc.)

4. Hina is organised as a non-profit public institution

(owned by the Republic of Croatia). Hina’s

bodies are the Steering Council of Hina and Director-General.

Members are appointed to the

Steering Council by the Croatian Parliament on

the basis of a public contest. Council members

may not be political party members and may not

be office-holders. Hina’s Director-General is appointed

by the Steering Council for a four-year

term in office according to the results of the public

contest for this post.

5. Credibility, seriousness and speed of information

are the advantages of the agency, but the availability

of information as an important element

of media pluralism stimulation cannot replace

a large number of different media. In that sense

the basic principles of the agency are gaining in

their importance.

6. Hina regards the development of many public

relations experts and agencies because the ease

and quality of the availability of information

are important to objective and authentic informing.

7. The education of journalists and editors, along

with modern technology and business adaptation

to the market, as well as respecting the public

tasks of HINA remain permanent tasks of the

agency.

.

11


Milica Milić,

Head of Public Relations

Colour Press Group

Serbia

Contemporary man cannot imagine mornings without

buying newspapers from the newsstand, and

senior citizens and housewives relish the newspapers

stories on current events in politics and showbusiness.

We are aware that absolutely every piece

of news, every law, every promotion and event

appears first on the Internet, especially so because

there are specialised services such as “BIZ

me”, business information zone (http://www.bizme.co.yu)

or PR newswire for journalists (http://

media.prnewswire.com), but we wonder why it

is exactly that people wait to read the news about

the Kosovo status issue, the name of the new British

Prime Minister or the weather forecast from

newspapers.

The web site of TANJUG (Telegraphic Agency of

the new Yugoslavia, started on November, 5th 1943),

today the National News Agency of the Republic of

Serbia, is visited at least once every day by any serious

journalist. It is available to everyone, as are the

web sites of all daily and periodical publications,

and hence one has to wonder: What’s the catch?

Why are printed publications sold in so many copies

even today, and furthermore, why do new ones

appear quite so often? Of course, there are people

who don’t have the benefits of the Internet or cannot

use a computer; financial, and accordingly, technological

possibilities in East European countries

are far from impressive; and there are still many

other reasons that account for printed publications

being constantly on demand.

Nevertheless, I believe that one of the main reasons

lies in a need to keep the tiny rituals that beautify

our lives alive. If we could exchange morning

Challenges in Serbia’s

publishing market

Although the impact of the printed media had been predicted to decrease

radically by many, and the drastic rise of electronic ones had been expected,

this hasn’t happened; even following the occurrence of various transformations

connected with society and culture.

home-made coffee for “Coffee to go” and the Internet

news, we would simply lose the reputation of

true Balkan hosts. Let alone if your neighbour were

to drop in for coffee, and you offered him a plastic

cup instead of a ceramic one, and if he showed interest

in the new Government members and you offered

him a laptop in place of a newspaper; this man

would never grace your doorstep again. However,

demand varies if target readership and its potential

aren’t defined and measured, and consequently publishing

mishaps and loses are likely to happen.

If we looked even further in an attempt to enumerate

all the publications that have been extinguished

in the territory of the former Yugoslavia since 1945,

we would need an ample study to cover it. Some of

the above mentioned were publications with decades’

long traditions (“Politika Ekspres“, “Duga“,

“TV Revija“, “Praktična žena“), while others were

terminated after only several issues (“Pečat“, “Arena“,

“Fleš“...). Additionally, some are licensed publications

of big brands in the publishing world (“Gioia“,

“T3“, “PC Magazin“, “Lisa Moje dete“...) that

were successful in several dozen other countries,

but in Serbia - no! Starting a private publication during

the Socialist Era was legally and technically impossible,

even in the liberated version of Socialism

that we in Yugoslavia had. Printed media were started

only within big, nationally-owned publishing

houses such as “Politika”, BIGZ and “Borba” in Belgrade,

“Vijesnik” in Zagreb, and similar media mastodons

with socialist orientations in the capital cities

of all Yugoslav republics.

The second level was comprised of regional and

local newspapers with local self-administration,

whilst the third one consisted of numerous editions

published by different citizens’ unions ( writers, pigeon-breeders,

numismatists…) and other members

of the SSRNJ (Soc-union). Perhaps the only exceptions

were the media owned by the church (“Pravoslavlje”,

“Glas koncila” and the like), but these were

cases of powerful organisations with big, flexible

budgets, ready to deal with negative financial balances

for years.

Throughout the years, even decades, hundreds,

maybe thousands, of publications were on the market

in the Socialist Federal Republic of Yugoslavia;

some of them with circulations of 300-400,000 (for

instance, “Arena” from Zagreb, and “Nada” from

Belgrade during the eighties), some of them with

continuous negative balances and so used the means

of some of the larger budgets.

The advantage of this era was a large market of 24

million inhabitants of the Socialist Federal Republic

of Yugoslavia, who spoke similar, mutually understandable

languages. Additionally, one might include

about a million of our citizens living in diaspora -

namely the geographically “available” (Western Europe)

diaspora - and, all in all, it really was a respectable

market entity. Also an advantage was the considerably

higher purchasing power of an average

consumer than nowadays.’

The “Color Press Group” publishing house was founded

15 years ago, and today owns publications

with notably wide circulations and attractive international

licences. It is irrefutable that we are one of

the biggest and most successful publishing houses

in the territory of South Eastern Europe, but we have

made certain errors in judgment as well.

BROJ 3 l 10-23. AVGUST 2007. l 80 DIN l CG 1 ¤ l 30 DEN

IZLAZI SVAKOG DRUGOG PETKA

ISPOVEST SUPERMODELA

KATE MOSS

ISTINA VREDNA

MILION FUNTI

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RACHELLE NA PORODIČNOM IMANJU

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I TREĆI REKET SVETA

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12 PROPR winter 2007.

1


Total number of published advertisements

6000

5647

5581

5500

5000

4500

4000

3500

3000

2500

2000

1500

1000

500

Particularly, the President of the “Color Press Group“

Robert Čoban mentioned among the ceased publications

in the former Yugoslavia a few licences

that had actually been taken over by the “Color Press

Group“. The publications in question are: “Lea”,

“PC magazin”, “Metal Hammer”...

“Lea” came to the market a bit too late, as it had

already been conquered by the weekly “Lisa” (Adria

media=”Sanoma magazines”+”Gruner+Jahr”+”St

yria”), which was thefirst one to appear, then “Blic

žena”(“Blic press”) came on a weekly basis and with

a low price; “PC magazin” was published for over

two years, with a circulation of about 15,000, which,

compared to other publications of the “Color Press

Group” circulation, is neither satisfactory nor profitable.

In December 2006 “PC magazin” had its

first edition in electronic format (www.pcmagazin.

co.yu) and has since become one of the most-visited

IT web pages on the Internet, having 10,000 visits

and 30,000 pages viewed every day, due to it containing

constantly updated IT news from Serbia and

the region. “Metal Hammer” fell short of a longer

life due to its narrow target audience, which in many

cases can be a big break in the market, but it

didn’t account for production, printing and distribution

costs.

This being said, it can be concluded that for the success

of a magazine in the territory of Serbia a precondition

is to conduct expert research of the market

and standards of living. Consumers are, nowadays,

pretty much informed about every magazine

being published, so the news, stories and events

must be fresh and programmed.

The concept of a magazine (presentation of themes,

self-supporting contents and graphically functional

elements, as derived from the postulates of the

market and the agreement clauses of ownership)

should be recognisable, but also flexible and able to

adapt when the market, in this case the readership,

demands it. Strategy in a publishing world is a very

complex and continuous process.

After analysing the environment, each individual

publication should be directed, and its strategy formulated,

implemented and controlled by relentlessly

listening to the readership and putting out feelers

in general.

Big competition, caused by globalisation and the

openness of the Serbian market, is at the same time

a driving force and a threat to all the publishing houses

in the country. The market potential is limited,

PROPR winter 2007.

0

3693

36693635

Total number of published advertisements,

12 biggest magazine publishers in Serbia

2919

2702 2718

2619 2611

1469

00

2291

2234

1606

1373

934

1168

1037

1259

849

1032

635

668

267

430 378

219

303

00

312

206

103

0

Color Press Politika N&MEuropapress

Burda JA Co. Plus Blic Press Novosti* ITP Pharaos Sanoma Attica Media

Group (WAZ) *

(Ringier) *

Magazines Srb.

* Advertisements in magazines only - without daily newspapers

2005. 2006. 1-st six months 2007.

2254

Publishers

Alt press

doo

2047

Adria Media

Serbia

* Source: Strategic Marketing Research, SMMRI Group

450

450

442

229

217

160

146

137

not every edition can be realised in every market,

and the aim of the publishers is to have their market

share grow as big as it can.

That’s why, beside their own publications, the publishing

houses inevitably need to take over international

titles to be able to compete with foreign publishers

who have brought our readers new habits

and necessities and have raised the bar in the quality

of printing and subject matter.

Competitive (external) benchmarking must be

applied in order for publishers to familiarise themselves

with the best practice and improve their position,

trade and performances.

The challenges to publishers in the Serbian market

are constant and are linked to increased experience

(company growth) that excites the need for cost reduction,

so that prices can be lowered and thus, of

course, sales increased, as well as increasing circulation

and the quantity of advertisements.

One should keep in mind that in the Serbian publishing

market there are very strong indirect competitors

(meeting the same needs of the readers) and direct

ones offering the same product.

Women’s magazines with the same target audience

are ”Lepota i zdravlje” (“Color Press Group”)

and “Elle” (“Adria media”), then “JOY” (“Color Press

Group”) and “Cosmopolitan” (“Adria media”);

celebrity magazines “Hello!” (“Color Press Group”)

and “Gloria” (“Europapress”, co-owner WAC),

men’s magazines FHM (“Color Press Group”) and

“Maxim” (“Attica media”). These are threatened by

possible newcomers.

The success of every company, including publishing

houses, depends on the satisfaction and motivation

of its human resources. A company is represented by

its employees beyond the working hours, in private

places and on holiday, and that’s why special attention

should be paid to their perception of the company.

“Word of mouth” is among the strongest weapons

in the marketing world.

The company’s blog is an ideal solution for communication,

closer acquainting and presentation of the

staff in a more casual surrounding, posting comments,

clashes of opinions and attitudes. If very interesting,

a blog can draw other blog visitors to it,

and hence the public becomes interested in the staff

members of the company and their on-line diaries.

In conclusion, the key to the success of any publishing

house in Serbia lies in the ability of the magazines,

anent their editors, journalists, associates, ma-

Total number of magazines at newsstands

500

400

350

300

250

200

150

100

50

0

284

Color Press Politika N&M

Group (WAZ) *

Total number of magazines at newsstands,

12 biggest magazine publishers in Serbia

00

147

128

* Magazines only - without daily newspapers

2005. 2006. 1-st six months 2007.

62

98 93

46

82

76

38

108

69 67

59 62

Burda Novosti* JA Co. Plus Europapress Blic Press

(Ringier) *

Publishers

31

23

32

38

0 0

11

21 20

8 12

00

nagement team to exceed the expectations of readers

and creditors, consignees, suppliers, society,

stakeholders in general, and to nurture a long-term

relationship with them, meaning they are never forced

to guess what they desire, and devote themselves

to creating needs and improving their magazines.

Alongside quality management and concern for readers’

and consignees’ satisfaction, it is necessary to

further develop information systems and use IT as

a basis in decision making. Information in the publishing

world is a material object and has usability,

and the only successful team is the team that with

its aid enriches its knowledge, but also knows

how to use it.

66

ITP Pharaos Sanoma Attica Media Alt press

Magazines Srb. doo

99

Adria Media

Serbia

* Source: Strategic Marketing Research, SMMRI Group

Robert Čoban, President of the publishing house

“Color Press Group”, in a text titled “How

to found newspapers in Serbia” for “e magazine”

named magazines and daily newspapers

that are no longer published: ‘ “Politika ekspres“,

“Tempo“, “Duga“, “Galaksija“, “Sabor“, “Fleš“,

“TV Revija“, “DEM“, “Pečat“, “Dosije X“, “Nacional“,

“Centar“, “M magazin“, “Antena“, “Argument“,

“Arena“, “Revija Tiker“, “Beogradske

novine“, “Naša krmača“, “Evropljanin“, “Građanin“,

“Dnevni telegraf“, “NT Plus“, “Naša

borba“, “Super tin“, “Zabava X“, “On“, “Ona“,

“Džentlmen“, “Cool“, “Demokratija“, “Srpsko

jedinstvo“, “Praktična žena“, “Sprint“, “Start“,

“Lisa Moje dete“, “Srpski nacional“, “T3“, “Muški

magazin“, “Gioia“, “Lea“, “PC Magazin“, “Metal

Hammer“... What all these newspapers and

magazines have in common is that they ceased

to be published in the last decade. This is only a

portion of the entire number of defunct publications,

and refers only to Belgrade media and those

whose publication has been ceased since 1997.

13


Zagrebačka avenija 100A,

10090 Zagreb

phone: +385 (0) 20 41 121

fax: +385 (0) 20 41 762

e-mail: rezervacije@hotelantunovic.com

www.hotelantunovic.com


.

James Davies

Managing director

Impact evaluation

Great Britain

When “Total Quality Management” was in fashion

15 years ago, every manager was taught about how

objectives should be S.M.A.R.T: Specific; Measurable;

Achievable; Realistic; Time limited. This particular

management acronym remains with us, and

you will still hear it today.

What has really changed since then is how the

power of the computer has altered every aspect of

our lives, including the way we work. In marketing

services (advertising, PR, and direct marketing) it

has powered the fragmentation of media, the rise

of navigation tools such as Google, insight and targeting

through data, real interaction with audiences

and consumers including direct or one-to-one

promotion.

Direct marketing, a relatively new discipline, started

to erode budgets traditionally used for advertising

because it was measurable - you could directly

see the return on investment. Big international advertising

groups were surprisingly slow to embrace

direct marketing and then digital or web marketing,

but made up for a late start with a frenzy of

acquisition.

Advertising itself has seen media planners go from

being the poor relation within agencies to the new

glamour discipline with stand-alone media buying

shops becoming the norm. On the research side there

is much greater use of tracking, with research

panels looking to identify the smallest of shifts in

brand perceptions after advertising activity.

Implications for PR

So what about PR? Have its special qualities made

it immune from this focus of measurement and

tracking return on investment? The traditional way

PR professionals have demonstrated their worth to

their clients and paymasters has traditionally fo-

Why return on investment

in PR is so important

How a measurement culture has transformed the

marketing landscape

The management guru Alfred McKinsey’s mantra “you can only manage

what you can measure” has been strongly embraced by business culture and

governments.

llowed a format - firstly, PR professionals provide

photo copies of the articles published or audio or video

tapes of broadcast coverage. These are provided

to the clients and managers, usually monthly, the

thought being that they should be impressed by the

weight of the coverage that has been achieved through

good contacts and hard work! If the PR professional

is particularly diligent they may supply a few

Excel charts to show simple volumetric measures

such as number of items, and name checks by broad

media category. They might add some commentary

along the lines “we didn’t get much coverage in paper

X because the journalist wasn’t very receptive”,

or “thanks to my hard work with journalist X we’ve

got some very good coverage in magazine Y”.

However PR clients and paymasters within the context

of the business culture outlined are increasingly

demanding to know what return they are really

getting on their expenditure or investment.

A long established response to this question is the

production of advertising value equivalents (AVEs).

These are arrived at by adding up the column centimetres

of the editorial coverage and then using the

advertising rate card to work out what this coverage

would cost if it was paid for as advertising. Sometimes

a slightly spurious formula is used where the figure

you get is then doubled or even trebled on the

basis that editorial has a value of two or three times

advertising. The result is that - for your modest fee

or salary - you can show that you achieved coverage

which would have cost a huge amount of money

to buy as advertising. This has the virtue of talking a

language (money) that even financial directors understand.

On the downside, these figures are increasingly

being greeted with disbelief.

There are a number of problems with the AVE

approach. Firstly, advertising hardly ever sells for

rate card - that is just the starting point for negotiation.

Secondly, how do you value coverage on public

service broadcasting that does not carry advertising?

Thirdly, what do you do about unfavourable

1 PROPR winter 2007.


coverage - does this translate into a negative amount

of money?

Since IMPACT Evaluation pioneered media coverage

evaluation in the 1980s, a new breed of third party/independent

media evaluation companies has

developed.

Media evaluation companies take the raw materials

of coverage (cuttings, and broadcast tapes) and,

using a combination of software and highly trained

analysts, provide a much more detailed and scientific

evaluation of the coverage. An important extra

element is favourability scoring and message identification

by analysts who are truly independent

and who have no interest in exaggerating any positives.

On the media data side, AVEs are still offered

but increasingly advertising media planning tools

such as opportunities to see (OTS) and reach (%

of audience) are used for post campaign evaluation.

Ongoing evaluation provides trends that show which

messages are working for you and which are not,

what approach is doing well in which media, and

how media agendas are changing in relation to your

category.

Suddenly PR people are able to take on advertising

people in backing up their campaign evaluation with

some proper figures.

Of course media coverage evaluation is only one element

in PR return on investment. The other two

elements are audience impact and business outcomes.

Media coverage evaluation gives an accurate analysis

of what the media said about you but it does

not necessarily tell you what the audience took out

of the coverage - the impact it had on them. We have

all learned to make our own judgements on what

we read or see in the media. The only way to assess

this is to conduct audience research. This may take

a number of forms according to the task: street questionnaires,

telephone interviews, focus groups or

web research.

The final element is business outcomes - these could

be visits to a website, brochure requests, and

calls to a telephone hotline or even sales. By tracking

media coverage and appropriate outcomes you

can look for correlations.

Therefore, add together media coverage plus audience

impact plus business outcomes and you have

a model for PR return on investment. One we will

all need more and more as marketing executives -

used to having this kind of model for return on investment

for direct marketing, traditional and digital

advertising - will demand of PR.

James Davies is Managing Director of Impact Evaluation

who provide media coverage evaluation, audience

research, and return on investment consulting

internationally.

PROPR winter 2007.

www.impact-evaluation.co.uk

1


.

Thorsten Luetzler,

German PR Association DPRG

Public Relations Industry

Germany

Public Relations Practitioners

The total number of full-time public relations practitioners

in Germany is estimated to be at least

20,000. Around 40 per cent work with a company,

20 per cent in organisations such as associations,

unions, churches, etc., and another 20-30 per cent

in different social and political institutions (such as

political and municipal administration and courts).

Approximately 20 per cent of the public relations

practitioners work in public relations agencies. The

number of public relations practitioners is increasing

more quickly than the number of journalists.

It is difficult to give a detailed overview of the entire

public relations counselling market in Germany.

This applies both to the produced turnover and

to the actual number of consultancy firms and employed

PR consultants. Many agencies and individual

consultants offer public relations services, yet

they act under the name of other professions (such

as advertising agencies, management consultants,

freelance journalists.) In addition, the open access

to the profession and the high fluctuation rate make

an exact count of PR consultants and agencies even

more difficult.

As to the level of organisation, only an estimated 10

per cent of all public relations professionals (around

1,800) are members of the DPRG (German Public

Relations Association), which was founded in

Bonn in 1958 (www.dprg.de ). The number of organised

public relations practitioners in the German

Journalists Association - most of whom work in

press departments - is estimated to be 4,000 (www.

djv.de). In 1973, the leading public relations agencies

founded their own association (Gesellschaft PR-

Agenturen, GPRA; ‘Association of Public Relations

Agencies’). At present it counts as members about

thirty public relations agencies, representing nearly

1,500 employees (www.pr-guide.de).

Degree of Professionalisation

The degree of professionalisation of this branch,

which is strongly interconnected with the training

facilities, has been increasing since the beginning of

the 1990s. In general, the profession is academically

institutionalised: 70-80 per cent of the practitioners

Public Relations

in Germany

Public relations is still very much an ‘open’ field, a profession for practitioners

with backgrounds in such diverse professions as journalism, law, and

engineering. This is shown by a 1989 survey of DPRG members as well as by a

more recent study.

have a degree (from a university or a polytechnic) or

even a PH.D. Though these data show an increasing

general education level of PR practitioners, they do

not say anything about the actual degree of professionalisation

- that is, the

existence of a PR-related academic education. Only

15 per cent of public relations practitioners have a

public relations-related education and training (such

as public relations courses or majors).

Where do Public Relations practitioners come

from?

Public relations is still very much an ‘open’ field, a

profession for practitioners with backgrounds in such

diverse professions as journalism, law, and engineering.

This is shown by a 1989 survey of DPRG

members as well as by a more recent study. Both

studies showed that a third of all interviewed persons

originally came from journalism, another third

came from business or administration, and about 15

per cent had previously worked in advertising and

market research. Interestingly, about 20 per cent

Membership structure

Age structure of DPRG members

450

400

350

300

250

200

150

100

50

2

0

younger unter

than 20

20

67

292

390

had had no other occupation before entering public

relations.

‘Feminisation’

‘Feminisation’ is a feature that has developed into a

distinct characteristic of the German public relations

field. Whereas in the late 1980s less than 15 per

cent of the people working in PR in businesses, administration,

and associations were female, by 1996

women accounted for 42 per cent of the work force.

This is confirmed not only by the present proportion

of females among the members of the professional

association DPRG (43 per cent in 2001), but also

the proportion of female students of public relations

reached more than 60 per cent.

State of the Art and Future of Public Relations

in Germany

As with social, technical and media-related developments,

the requirements for the occupational field

of public relations change continuously. New trends

and practices of public relations emerge all the time,

of which we name only these: about five years ago,

numerous businesses (amongst those were young

start-up firms, but also slowly

developed corporations) entered the stock market,

which led to a boom. As a result, investor relations

especially, as part of financial relations, experienced

an immense upturn. Additionally, ‘issue management’,

‘crisis communication’, ‘employee relations’

and ‘event public relations’ gained more and more

relevance for practical PR activities (and PR research).

New trends at bigger public relations agencies

are, for example, ‘change communication’, ‘sustainability

communication’, ‘brand PR’, ‘corporate citizenship’

and ‘impression management’. Another hot

issue is ‘corporate communication’ (and public relations

as its part), understood as an element of the

process of corporate value creation. Some characteristics

of public relations are typical for Germany.

Among these we can mention the process of professionalisation

- including scientifically based PR

education and an emerging PR science - and the ongoing

feminisation. Ethical problems are discussed

in the scientific community - much more seldom in

the practical field.

1 PROPR winter 2007.

412 402

313

older no mention

20-25 25-30 30-35 35-40 40-45 45-50 50-55 55-60 60-65 älter k. A.

than

als 65

65

215

109

Membership structure

Number of members as of October 26, 2007: 2,677

Breakdown by sectors (in absolute figures):

61

37

34

Students/ other

Civil service

Training and advanced training

350

Business associations, labour and

management

40

Non-profit organisations, churches

Companies

1145

1010

94

103

7**P

R98

278

PRconsultancy

1

1


Could you, please, list some of the activities used

by the German public relations association in

practice?

The DPRG…

• organises annual congresses, specialist conferences

and, via its regional groups, events and

workshops on central PR issues

• since 1999 has established the conference series

“Capital Market Relations“ in cooperation with

various regional stock exchanges (Frankfurt etc.)

• has annually awarded the ‘Deutscher PR-Preis’

(German PR Award) since 1970, the highest

award for PR and/or communication management

in German-speaking countries; since 2002,

joint call for submissions with the ‘F.A.Z.-Institut’,

several hundred entries each year.

• has biennially awarded the Albert-Oeckl-Nachwuchspreis

(… Award for junior PR specialists)

for academically outstanding theses on PR

issues; this has now been integrated into the

‘Deutscher PR-Preis’ since 2002

• as a member of the Féderation of European Industrial

Editors Associations (FEIEA) participates

in the annual Grand Prix honouring the best

European staff publications

• Provides special services at the regional level

and in expert groups

• Has strong international links to CERP, Global

Alliance for PR and Communications Management,

IPRA etc.

Some time ago Eastern and Western Germany

united. What was the perception of public relations

before and after that?

The most important difference is that in the former

Eastern part of Germany, free press was not known.

Censorship and government-owned press was the

norm. This has now changed completely, westernstyle

media has taken over regional newspapers, the

former state-owned broadcasting stations are now

often privatised. In the East, public relations has

been considered more propaganda than in the West,

even though there are still many people who confuse

both terms in the whole of Germany.

Image of the public relations field

The image of the public relations field varies considerably.

The wider public has a rather diffuse image

- if any - of public relations and can hardly perceive

it directly. Media representatives and journalists

often have an ambivalent image of public relations:

they recognise that public relations is indispensable

as a source of information, but at the same time

they often use such characterisations as ‘PR gags’,

PR pretence’, ‘typical PR’. These expressions refer

to events that are considered overstated and lacking

content. In contrast, communication experts

are treated by

journalists as partners, colleagues ‘on the other side

of the desk’. In company boardrooms especially,

the image of the communication expert has significantly

improved over the last two decades.

New technologies have contibuted to the development

of communication. How do you see a distribution

of communication messages in the future?

In Germany, the wide circulation of broadband-internet

has its implications on the way PR is practised.

Journalists do not want to receive press relea-

PROPR winter 2007.

ses via Fax anymore - they prefer emails with digital

attachments or links to further information. Also,

there is a wide offer for journalists to subscribe

to online news programmes from companies. They

will then receive podcast- or videocast-information

automatically. Access from company-websites on

mobile phones or other mobile devices is also a future

trend that is clearly picking up speed in Germany.

The whole web 2.0-discussion over interactive

media, user-generated content, second life and online-blogging

has also found its way into the German

communications market. Companies use those tools

to build up communities of customers or journalists

around their services, products, and brands.

In your opinion, what are the most important

rules in running a successful public relations

agency?

The most important rules to run a PR agency in Germany

are to find your niche, to work in a very service-oriented

manner, and to explain every step that

you make to your client. German companies want to

know exactly what a consultant spends the budget

on, and why an activity is necessary. Clear invoices

are also important, otherwhise the strict German

accountants will cause you trouble. Some Germans

want to see senior staff on their team, as young consultants

are not considered qualified and experienced

enough to run whole campaigns on their own.

As there is no real center of Germany, the right location

for the consultancy is also important. Major business

areas are Berlin, Munich, Frankfurt, Duesseldorf

and Hamburg.

The role of media

Can you describe the media structure in Germany?

Germany has one of the most vast and prolific media

industries in the world. German-based print, radio

and television deliver high-quality journalism

that is widely respected by both the German public

and international media experts.

The media system is divided into the privately

owned print market and the

broadcasting market (dual market), consisting of

private and public sectors. The basic types of print

medium are daily newspapers, weekly newspapers,

magazines and free newspapers.

In the 1980s private broadcasting was introduced.

Public and private broadcasting are subject to different

legal regulations. Public broadcasting has to

serve public welfare and guarantee basic programmes

(information, sports, entertainment, culture).

It has a central integrating function since it articulates

the interests of minorities and encourages interaction

between different interest spheres. For that

reason, public broadcasting carries out a strict internal

pluralistic concept: every

programme has to reflect the actual diversity of the

society. Private broadcasting, on the other hand,

since it depends on income from advertising, faces

lower constitutional demands. As an indirect consequence

of economic competition, the concession

of private broadcasting activities is expected to result

in an increasing diversity of offerings and thus

in more choices for the radio and television user.

Besides the dual broadcasting system, and as compensation

for the concession of large private providers,

some provisions for ‘citizens’ broadcasting’

have been made. Citizens are allowed to produce

their own radio and televisions programmes for

these ‘open channels’, and they can also publish

printed products.

In 2001, there were 136 ‘media units’ in Germany

- a media unit is an independent complete editorial

office, with a politics department and all the other

editorial departments. This amounts to 386 daily

newspapers with 28.4 million copies sold. Adding

local and regional editions the number rises to nearly

1,600 newspapers. On top of that, there are 23

weeklies (circulation 1.9 million), 845 popular magazines

(circulation 129.7 million), and 1,094 professional

journals (circulation 18 million).

Please list some of the most important communication

features towards the foreign public.

1


Germany

What is the perception of Germany, viewed by

your own citizens? What about the perception

of Germany outside of its borders?

This is difficult to say. My experience is that Germany

is still considered to be a well organised, rich

country with a strong economy, and boring people

who mostly work as engineers etc. I have to say

that there are more sides than this, and if people actually

come to visit Germany, and if they go to parts

of the major cities, they will see that Germany can

be warm-hearted, creative and easy-going as well.

What is interesting for most foreigners from Eastern-European

countries is the fact that the police

are very respected and trusted in this country, more

than private companies or politicians for example.

Governmental and public insitutions have a solid

reputation in general, as the level of corruption

is relatively low.

Germany still wants to be considered a good business

partner and an innovative, future-oriented country.

Can you provide a high quality education in the

field of public relations for your members?

Education is a big issue in Germany. Traditionally,

professionals identify themselves very stongly with

the formal education that they have received. With

PR it has often been the case that there was a lack

of universities or training courses. This situation is

likely to change, with several universities offering

communications and public relations as subjects

for bachelor and masters level courses. Also, there

are several eductional institutes in Germany that

are certified by the DPRG, the association does not,

however, offer its own training courses.

Research Traditions and Development of Education

- Research

While public relations can draw on a gradually

evolved history, good education in public relations

and research in public relations are in their infancy.

Though young, research can be divided into two

main areas: basic research and applied research. Ba-

sic research is mostly pure or settings. Examples

are theory-building, historiography and meta-research

- that is, the generation, testing, and perfection

of general basic findings about a specific field.

There are two different types of theory within the

field of theory-generation: middle-range PR theories

and general theories. Most theoretical approaches

to PR belong to the group of middle-range theories.

For example, Baerns (1985) conceived the Determination

Hypothesis, and Bentele, Liebert and

Seeling (1997) developed their

intereffication approach. Both mark the beginning

of a theoretical research tradition with many empirical

studies (Bentele 2002). To this group of theories

can be added Burkart’s (1992) consensus-oriented

public relations approach and Bentele’s (1994)

theory of public trust and his Discrepancy Hypothesis.

On the other hand, so far there is only one systematic

and comprehensive German general public

relations theory, which goes back to Ronneberger

and Rühl (1992).

Education

For a long time, public relations training in Germany

was ‘on the job’. In the 1960s and 1970s, the

DPRG and some private institutions offered the only

training and advanced courses. These courses took

one or several weeks. Only since the early 1980s

has public relations been institutionalised at universities

and polytechnics (Fachhochschulen) as a

marginal field of communication studies programmes.

In the early 1990s, a development boom started

to improve significantly the situation of public

relations and public relations training. By now, several

German universities had established public

relations courses, within their communication-studies

programmes (e.g. Berlin and Leipzig). Furthermore,

there have been some PR degree schemes at

polytechnics and universities since 1999 (e.g. Hannover,

Osnabrück, Leipzig).

Several universities plan to establish public relations

courses, too. Equally important, the professional

associations established a training and exami-

nation academy (Deutsche Akademie für Public Relations

[German Academy of Public Relations], DA-

PR) in 1991, and there are some forty other private

academies and institutes offering PR training courses

as well as further education courses of different

kinds (evening schools, distance-learning courses,

etc.). In the near future public relations training will

shift more and more to the traditional education

institutions (polytechnics and universities).

The content of academic training programmes and

of many general courses offered by private institutions

is very diverse. They cover the entire spectrum

of the profession: the basics of communications and

public relations, history of public relations, public

relations theories, methods and tools of practical

public relations, and several aspects of communication

management (such as media relations, investor

relations, event management, internal communication,

crisis public relations, methods of evaluation,

methods of empirical communication research

and social research). Economic, legal and ethical topics

are included in most courses at universities and

sometimes also at private academies. The body of

scientific literature has been growing since the beginning

of the 1990s; it often deals with problems of

the occupational field, to public relations techniques,

public relations tools and problems of organisational

communication. Both types of research are

brought together in the journal PR-Forum and on

the internet at www.pr-guide.de

About the German PR Association DPRG

The DPRG is a leading German PR experts/communication

managers’ trade association that was founded

in Cologne in December 1958. DPRG is an association

run on a voluntary basis and has approx.

250 active voluntary workers. As of October 2007,

the DPRG counts 2677 members from various sectors.

There is a dedicated chapter that deals with

international public relations and international

knowledge exchange with colleagues from all over

the world.

20 PROPR winter 2007.


PROPR winter 2007.

21


Croatia

Croatian journalism - now and then

Newspapers - the last defender of public interest

.

by Ante Gavranović

It would be impossible to view a sequence of events

in the past without having developed journalism, as

it contributed to the realisation of the unique Croatian

language, its grammar, spelling and orthography.

Throughout the last three centuries journalism

has been a strong and inevitable lever of growth in

politics and the struggle for independence and national

identity.

In all critical moments of Croatia’s stormy past,

newspapers have defended public interests and gathered

the intellectual circles involved in social movements,

transformations and changes. And so they

still do nowadays.

• Road to the free press

It was a long thorny road to the free press - from

the first real and true Croatian newspapers „Novine

Horvatske“, edited by Ljudevit Gaj, through times

when anything related to the term Croat, Croatian

or similar was not welcome to be used or said, until

its complete wipe-out in 1941, when World War

II began and the entire Croatian press was liquidated.

Communism, despite any expectations, brings

up a narrow-minded one-party system and executes

it according to a row model of the Soviet media.

Journalism increasingly develops into a „pure

propaganda of socialism“, where texts and comments

are controlled and managed by the authorities.

The complete political monopoly takes its place

in practice.

In 1952 Bolshevism ended, and a new weekly magazine

called „Vjesnik u srijedu“ was launched. This

magazine would contribute greatly to the development

of the Croatian press. This was an era when

all kinds of newspapers and magazines, dedicated

to large reading audiences, started popping up. The

development of various media including the religi-

ous and juvenile press lasted until 1971. The „Vjesnik“

concern is the largest company in the publishing

industry in SE Europe.

In 1971, the entire system of liberalism and pluralism

in the Croatian media was ended by force. It

was proclaimed as inappropriate. Anything containing

the term „Croatian“ was related to ethnic affiliation

and, hence, was politically unsuitable and

incorrect. The next 10 years were dark ages for the

Croatian media again.

In 1982, the newsmagazine „Danas“ was published.

It was a comeback for the free press on the Croatian

media scene.

• Journalism in independent Croatia

Croatian journalism returned to life when Croatia

was established as a new and independent country.

Major changes took place in reviving some papers

and magazines that had died. Also, many new

ones were published. However, the ruling party took

control over some of the press (e.g. Vecernji list,

Vjesnik), as well as printing and distribution companies.

Newspapers like Glas Slavonije and Slobodna

Dalmacija were literally snatched away by some

of the „newborn tycoons“.

The concern „Vjesnik“ went to pieces. It disintegrated

into individual newspapers and magazines,

one independent from another. The leading newsmagazines

„Danas“ and „Start“ died out. New media

owners (e.g. EPH) published a variety of press.

Supported by foreign investments, the EPH has

become the most prominent media house in Croatia.

Globus, Nacional, Feral Tribune, Vijenac, Zarez,

Hrvatsko slovo are just some of the new titles available

on the market.

It follows: Gloria, Svijet, Zaposlena, Mila, Auto klub,

Arena. The escape from the political papers towards

light texts has been highly noticed. The „gutter

press“ penetrates journalism more and more.

When the daily paper Jutarnji list (of the EPH) came

out in 1998, the media picture changed radically.

The fight for political influence and its position on

the market started. The third national political daily

paper appeared. German investments were made in

the EPH (WAZ-Westdeutsche Allgemeine Zeitung)

and Styria from Graz, Austria invested in Večernji

list (Die Kleine Zeitung and Die Presse).

At the beginning of the 21st century, Croatian journalism

has got about 500 media altogether. 14 of

them are daily papers, and there are also many newsmagazines,

weekly magazines and local papers

(Karlovac, Zadar), as well as local radio stations.

The national Croatian radio and television developed

and new commercial televisions came onto the

scene. In 2005, a new tabloid „24sata“ appeared and

a new era in Croatian journalism began. „Poslovni

dnevnik“ was the first business daily paper published

in Croatia. It followed the weekly magazines

„Business.hr“ (2005), supported by the Swedish

capital, and „Lider“.

In 2006, EPH published „Metro“, the first free

newspaper in Croatia. In short, the press market

frequently gets loaded with new issues and the fight

among them takes place.

• Instead of conclusion

Through the analysis of the Croatian media scene,

it has been seen that there was an adequate withdrawal

of the political media towards media dealing

with more entertaining topics such as show business,

jet-set, glamour, health, technology, sport

etc. Apart from some of the existing papers (e.g. Jutarnji

list, Nacional, Fokus, Poslovni tjednik/dnevnik,

24sata, Lider and Business.hr) there are no new

ambitions to suppress publishing papers writing

about politics and social movements. However, our

political journalism is in crisis due to the downfall

in publishing of the political press.

The Croatian media market is still in disorder because

of the lack of finances. This is the reason why

All previous research has shown the complexity of Croatian journalism. There were cases

where many valuable data and materials were misplaced or lost, especially in the late 18th

and early 19th century. It is worth mentioning the importance of written press release and

paper texts in the creation of the new independent state and its political identity.

the editorial board has to compromise with advertisers

that assure them the necessary income. There

is an urgent need to strengthen the professionalism

and ethical standards and regain faith in the press.

However, from the late 18th century, there has been

a noticeable linkage throughout the development

of Croatian journalism. The fight to reach national

identity, freedom and rights on different opinions

has been obvious in the press. It is the unique feature

of Croatian journalism that could not be taken

away from anyone, in spite of occasional wandering

in all kinds of parties in power and political influences.

The fight continues up to now…

22 PROPR winter 2007.


.

by Nella Mandić,

Press clippping, Croatia

Member of Media Inteligence Group

A level of free media is a row model of real freedom

in any country and shows a level of democracy.

Domestic and foreign specialists who work on media

analysis in Croatia agree on improvements to

the Croatian media picture in various ways. Positive

evaluations of the Croatian media, this year, come

from abroad. The freedom of the Croatian media

has been evaluated by following up the standards

and categories made by international organisations.

According to that, Croatia is in the midpoint. It

has been considered an open-minded media in the

actions taken towards domestic and foreign politics.

It is a satisfying situation where we can say that

Croatia has reached a happy balance.

Media financing transparency and media publishers/owners’

dependence upon current political

and business spheres are within bounds, since

Croatia is one of the transitional European countries.

It also, applies to all other countries that recently

entered the EU. Media financing, in large measure,

depends upon potential advertisers, especially

upon commercials placed by the leading business

subjects. They can have the impact on media to a

large extent, for they can go back on their decisions

and withdraw them. It is a new kind of dependence,

already well-known in traditionally developed democratic

pluralism.

Some media die out. It depends on their own success.

However, the new issues come off along the way

and the entire press continues to rise. They cover all

spheres: politics, economy, regions, health, lifestyle,

fashion, show business and entertainment, sports

and cars. There are numerous specialised publications.

Many successful companies have their own

newspapers dedicated either to their employees,

clients or partners. Students and their organisati-

PROPR winter 2007.

Media picture in Croatia

A level of free media is a row model of real freedom in any country and shows a level of

democracy. Domestic and foreign specialists who work on media analysis in Croatia agree

on improvements to the Croatian media picture in various ways.

ons, professional associations and other scientific

societies have their own papers and publications.

State property

Media owned by state has to go through the process

of privatisation. The daily paper „Vjesnik“ and the

Croatian Radio-Television are state-owned.

Independent media

Private media are financially independent and market

orientated.

Press edition

Press edition is the final sum of all published press.

It is the sum of the press that has been sold out and

returns from agents. Leading daily papers, according

to their sale and readership rating, are 24 sata,

Jutarnji list and Vecernji list (e.g. Jutarnji list

and Vecernji list have their regional issues). Statistically,

in Croatia, one daily press goes per 10 readers,

in Germany, France and Italy one per 2,5 readers

and in Japan one per 2 readers, as well as in

the USA, Canada and Scandinavian countries. Low

newspaper sales in Croatia have been caused by the

population’s relatively low standards of living. Sales

increase on Fridays, when all daily papers enclose

additional materials and TV schedules for the upcoming

week.

Image 1. media growth in Croatia

500

400

300

200

100

0

Variety of press

There is a large variety of press available on the

Croatian market, dedicated to different readers’ social

groups and different ages. About 700 different

papers are published in Croatia. There are also special

issues (weekly, monthly) with regular and satellite

TV schedules. Apart from publishing the real

Croatian papers and magazines, there are many

prominent licensed issues available, e.g. Grazia, Cosmopolitan,

Men’s Health. A variety of foreign press

is available as well. Two types of press are dominant,

one deals with social life (economics and politics)

and the other one contains topics about lifestyle

(fashion, health, home decoration). There is also

a variety of press dedicated to children and youth,

as well as crosswords, comic books and novels.

Electronic media

Broadcast companies for TV and radio programmes,

electronic publications

Concession

Concession is an official permission to broadcast radio,

TV and cable TV programmes in accordance

with the Statute of Electronic Media and approved

by the Croatian Council for Electronic Media, appointed

by the Croatian Parliament.

1999 2007

Printed press Radio TV New s agencies

23


Croatia

Image 2. variety of media in Croatia 1- most-represented categories

70 Politics/Economy/Agriculture

60

50

40

30

20

10

Public television

Public television is the national television, led by

its editorial autonomy and free of any political influences.

HRT - the Croatian Radio-Television is regulated by

its statue and consists of three programmes: HTV 1

and HTV 2 nation-wide and HTV Plus via satellite.

Its General Manager is chosen by the HRT Council

and approved by the Croatian Parliament.

TV and radio stations

It is a lot easier to publish a new press than to establish

a TV or radio station, because for the first one

there is no need to win a concession. In Croatia, there

are 22 TV stations (2 national, 8 regional and 12

local) with concessions. TV audiences also have

access to cable and Internet television (e.g. B.net or

Max TV).

There are 152 radio stations with concessions; 3 of

them are national, 19 regional and 130 local ones.

The rating of stations playing Croatian and foreign

music is about equal. Otvoreni radio plays a lot of

foreign music, and Narodni radio plays only Croatian

music. HR 1 and HR 2 have high ratings as well,

according to the data given by MediaMeter.

TV programming consists of three channels on the

national level – HTV, RTL and Nova TV. HRT, as

the Croatian national television collects a monthly

fee from its viewers and has the highest rating. Advertisers,

who pay a lot of money for leased minutes,

require rating analyses of programmes and terms

of broadcasting. The prices of seconds and minutes

have been shaped according to those ratings. Advertisers

are allowed to negotiate over the prices and

terms of broadcasting.

Table 1. TV stations in Croatia (N=23)

0

Range Broj

National 3

Regional 8

Local 12

TOTAL 23

Regional and local TV stations experience a lot of financial

troubles and depend upon potential adver-

tisers. It has an adverse effect on the quality of their

programming, so the length and content of commercials

are defined by the Council for Electronic

Media. The concession can be taken away by

the Council should any inappropriate content occur.

According to the Statue of Electronic Media (article

19), the advertising duration on national and regional

stations must not exceed 12 minutes per hour

and 15% of the entire daily programme. Advertising

on the local stations can occupy 18 minutes per hour

and 25% of all programming. Article 44 states that

electronic media is publicly owned.

Article 56 writes about pluralism and the variety of

electronic media and supports programmes of social

interests dedicated to a wide audience (general

information, programmes for ethnic minorities, development

of culture, education, science and art).

Radio stations are so numerous that sometimes one

station interrupts the other’s frequency. HR – the

Croatian national radio, consists of 3 national programmes

and 9 regional programmes. They are Radio

Sljeme, HR Dubrovnik and HR Rijeka.

Apart from HR, there are another 3 national stations;

Otvoreni radio, Narodni radio and Hrvatski katolicki

radio.

Table 2. Radio stations in Croatia (N=162)

Range Broj

National 4

Regional 28

Local 130

TOTAL 162

Internet

50% of the entire Croatian population over 15 years

of age has Internet access. According to the Gfk data,

Croatia sits in the middle of the scale in comparison

with other European countries. 39% of Europeans

and 38% of Croats use Internet. The average of

17% Internet users stands for the entire world’s population.

Almost all press and electronic media has its own

website. Websites such as T portal, Net.hr, Indeks,

Javno provide their readership with news, comments,

events, service information and other infor-

Women/Life

style/Health/Environment

Regional /Localna issues

Cars/Sport/Nautica

mation. The number of people using the Internet as

a source of information is growing.

Points of interest

In November 1996 Zagreb radio station 101 lost its

concession because of its „old-fashioned programme

concept“, as it was explained within some circles.

Its audience protested, with about 100,000 people

gathering in a rally on the Ban Jelacic Square

in Zagreb.

National TV stations broadcast different seasons of

the same TV series (e.g. CSI) and sitcoms. It shows

their inventiveness and efforts to retain the audience.

In Croatia, like in other countries, press and electronic

media often invite their audience to participate

in creating their contents. This means that they can

volunteer and supply the editorials with reports,

texts and photos from events they visit (e.g. 24 sata,

RTL, Nova TV, global tv CNN has its own „iReport“).

One of the trends in the last few years has been the

promotional sale of different kinds of literature

along with daily papers. Apart from the enclosed literature,

things like CD’s, DVD’s, hats, bags and other

stuff can often be found in the press.

Free press is also available. The Croatian issue of

the free daily paper Metro has been published in

large edition.

The daily paper 24 sata comes out every day in the

late afternoon in its abridged version and is free of

charge.

There are numerous free papers available either on

a regional or local basis dedicated to different social

groups and ages (e.g. for senior citizens).

The intriguing newsmagazine Feral Tribune is

unique for it does not contain any commercials.

The Croatian www scene is filled with blogs and

online diaries. „You tube“ has become a very popular

site and it is rather often a „host“ to some of the

Croatian politicians and ministers.

Nowadays, some authors agree about the lack of

privacy. One person can approach another via the

web, people are entitled to speak out their thoughts

and display their experiences, photos and animations.

It leads us to a new opinion where all the inhabitants

of the cosmos become public people as well

as potential „celebrities“.

2 PROPR winter 2007.

IT


Bosnia&Herzegovina

by Sanela Tunović,

Marketing Manager

Media Intelligence Agency (MIA)

Bosnia and Herzegovina

.

Media Intelligence Agency conducted a survey in

Bosnia and Herzegovina in order to evaluate the

need for media monitoring services. PR professionals

were contacted at all levels of government in

BiH, private companies, internationally funded projects,

international organisations, Embassies, financial

institutions and banks.

Our findings show that PR practitioners in BiH

spend literally hours every day just going through

newspapers. They usually lack the resources or organised

mechanisms at their disposal for monitoring,

especially of electronic media.

Furthermore, in some cases the public relations offices

deem that this “reading of the newspapers”

and arranging press clipping is a justification for

their existence within the company or organisation,

which puts them completely out of general political,

economic and social context.

PR professionals rather choose to continue with

established practices such as press clipping than

accept more sophisticated tools such as media monitoring.

Press clipping as the primary media monitoring tool

has lost its effectiveness and purpose with the increase

in media outlets. Clients wanting only press

clipping on their activities, consciously or not,

are ignoring their PR weaknesses and risk possible

unproductive relations with the media.

Getting an accurate picture of the effectiveness of

PR campaigns and activities requires the monitoring

of an ever-greater number of sources, and monitoring

media is more important than ever. To remain

competitive, enterprises must be certain that

their campaigns have maximum value and impact,

with public information campaigns requiring comprehensive

information. Managing corporate reputation

also depends on an acute awareness of how

the enterprise is being covered in media, blogs and

message boards around the world.

In layman’s terms, media monitoring can be understood

as a standardised method of gathering data

from a range of different sources - newspapers, radio

and/or television programming, internet - which

is then filtered into understandable and measurable

pieces of information. While this provides almost

limitless delight for methodology experts, the

PROPR winter 2007.

The role of media

monitoring in PR

With all the media in Bosnia and Herzegovina and the region, it has become increasingly

difficult for enterprises (private or public, government or non-government) to track and

evaluate their media exposure.

exceptional strength of media monitoring lies in its

diversity of applications.

People rely on media as their key source of information

on what is happening around them, making

it critical to know what is in the news and how it is

told. It is of no surprise that an issue that dominates

media reports will also be regarded as priority by

governments to address, act or formulate policy on.

On the other hand, issues, people or institutions

that receive less media coverage - intentionally or

not - become of lesser importance, unlikely to be in

the focus of the decision makers. What media cover

and do not cover now become vital indicators for

any PR specialist. And one of the best ways of finding

out what is in the media focus and how it influences

public perception is to monitor them.

One of the key advantages of media monitoring is

that it offers a vast amount of data to be analysed. It

gives both positive and negative sides of the story.

It may not reflect the real truth behind a certain

event, but one should not forget that its presentation

is truth in the eye of the public. Thus, media monitoring

reports indicate how media presented the

information, and which events were treated as the

most important.

Firstly, it is important to choose the media to be monitored,

not on the grounds of personal fondness

but on the following indicators: circulation/viewership;

political affiliation, if any; popularity among a

specific target group; speed and accuracy. To obtain

a fair picture of which issues media cover or not,

it is also necessary to monitor over a period of time.

The assessment of trends in what, who and how

makes it into the news is only reliable under these

circumstances.

Consistent media monitoring over a period of time

has another distinct advantage: it enables time periods

and trends to be compared and analysed. Not

only does media monitoring highlight the amount

of coverage on a certain issue, it also provides an insight

into how issues, people, institutions, countries

and policies are represented both individually and

against other key events dominating media. In addition,

media monitoring also enables more qualitative

analysis on elements including fairness, ethics

and stereotypes.

Below are listed just some of the examples which

demonstrate how media monitoring findings can be

of use to PR specialists:

- Assess whether your public campaign reached

the target audience and achieved previously set

goals;

- Employ a proactive approach by using media

monitoring as an early warning system to adjust

to new circumstances’ messages i.e. at some point

of your campaign your media monitoring indicates

that alterations are required;

- See how certain media treat issues of importance

to your organisation, why some treat it more

favourably than others, etc.

- Integrate a media monitoring component into

comprehensive media focused strategies;

- Use monitoring as the basis for developing new

policy, training and briefing media professionals;

- Benchmark media houses, and monitor trends

among media in different countries.

In order to undertake media monitoring it is important

that people are able to analyse and code media

content. To do this, media monitors require critical

media literacy skills. These skills are acquired during

media monitoring training and are then enhanced

as they are practiced.

While media monitoring offers almost limitless capabilities,

empowers clients and encourages organised

action, its limitations also need to be acknowledged.

It requires substantial human and other

resources as well as rigorous standardised methods,

accuracy and attention to detail from monitors.

However, closer examination of media monitoring

sustainability shows that it is not only sustainable,

but also lends itself to replication, development and

growth.

Media Intelligence Agency is currently organising

a round of educational seminars in Bosnia and

Herzegovina for PR practitioners in an attempt to

explain the role of media monitoring in PR strategy

planning.

2


Germany

Deutschland - a

world for heroes

Around 1.3 million people visit the German LEGOLAND® park near the Bavarian town of

Günzburg every year. With its unique array of attractions, comprising over 50 million LEGO®

bricks, and its unrivalled blend of entertainment and learning through play, the park is an

eldorado for families with children.

.

by Annette Uhlmann

Communications

As colourful and varied as the park itself is, the LE-

GOLAND press relations work. From welcoming

celebrity visitors or creating and organising meticulously

staged press conferences to TV productions

in the park, there are exciting challenges and topics

to be dealt with every day.

The history of the LEGOLAND parks

It was almost 40 years ago that Godtfred Kirk Christiansen,

son of the LEGO company founder Ole

Kirk Christiansen, opened the world’s first LEGO-

LAND park at the headquarters of the LEGO Group

in the Danish town of Billund. The idea of creating

a park for all the family, based on the popular

LEGO bricks and their numerous configurations,

was a resounding success. In the opening season, in

the summer of 1968, the park welcomed 625,000 visitors!

After some further developments and refinements

to the concept, in the 1990s the company decided

to export the successful format to other countries

too. 28 years after the Billund park was opened,

LEGOLAND Windsor, west of London, was opened

in 1996. Because the number of visitors in Billund

remained high, and due to the rapid success at

Windsor, a third LEGOLAND park was opened just

three years later (1999) in sunny Carlsbad, California,

the only one to be kept open all year around.

Since May 17, 2002, Germany has had its own LE-

GOLAND park near the Bavarian town of Günz-

2 PROPR winter 2007.


urg. More than 150 million euros were invested

in this new park, which offers all the highlights of

its predecessors as well as numerous new attractions.

The geographical and structural advantages

of the location gave it a decisive edge over the Japanese

capital, Tokyo, in the crucial final round of

negotiations in September 1999. More than 25 million

people live within a radius of 300 kilometres,

not to mention the numerous additional visitors

from Germany and abroad who come every year

to visit Bavaria, Germany’s most popular holiday

destination. The LEGOLAND park is now among

Germany’s top three amusement parks, with a visit

featuring very high on the wish list of families

with children.

PROPR winter 2007.

LEGOLAND and Merlin

Since July 2005, when the LEGOLAND parks

worldwide were sold by the LEGO Group, they have

belonged to the British-based leisure concern

Merlin Entertainments Group. Merlin Entertainments

Group welcomed over 30 million visitors

to 51 attractions in 2006. Globally they operate in

12 countries and across three continents (Europe,

North America and Asia), employing over 13,000

staff. Merlin Entertainments’ leisure facilities include

numerous globally renowned brands that

attract families with children, teenagers and young

adults: in addition to the LEGOLAND parks, these

include, for example, 23 Sea Life Centres, Gardaland

in Italy, Heide-Park in Germany, 5 Mada-

me Tussauds and the English amusement park Alton

Towers.

Heroes wanted! - the park concept

The target group for Bavaria’s most popular leisure

attraction is families with children aged between

three and 13. Be it as test drivers at the LEGOLAND

Driving School, as explorers on the grand Safari Tour

or as dragon hunters on the Fire Dragon roller

coaster - the eight themed areas at the LEGOLAND

park allow children to slip into these different roles

and make their wishes and dreams come true, in line

with the motto “Heroes wanted!”. Based on the

LEGO values of “learning through play”, “limitless

variety of ideas”, “interactivity” and “active fun”,

2


Germany

the park offers a unique blend of exciting entertainment

and educational challenge. The centrepiece

of the LEGOLAND park is MINILAND. Famous

European cities, monuments and landscapes have

been replicated here on a scale of 1:20. From Berlin

and Neuschwanstein Castle to Venice and Munich’s

Allianz Arena stadium - moving cars, ships in the

canals, lit-up houses and stunning attention to detail

breathe life into this miniature world and leave visitors

astonished.

LEGOLAND Deutschland press relations

The press and public relations work of LEGOLAND

Deutschland are aimed at two main target groups.

One focus is on children between three and 13 years

of age, particularly on those in the six to eleven

age bracket. It is, however, also important to address

parents, especially mothers. Communication via

the daily and monthly press, radio, TV and Internet

goes hand in hand with maintaining a presence in

the specialist media in the areas of tourism, caravanning

and amusement parks.

The objective is to profile park-related topics in four

waves throughout the season (which commences

shortly before Easter and ends in early November).

The timing of the communication is closely

linked to that of conventional advertising communication,

namely before each of the four main

holiday periods: Easter, Whitsun, summer and

autumn.

PR communication is kicked off each year with a

major press conference at the park, in which the

new attractions for the year are unveiled. These

might include new areas in MINILAND (such

as Munich Airport, Neuschwanstein Castle or

Munich’s “Allianz Arena” football stadium, all built

of LEGO bricks), a new park attraction (such as

Germany’s first passenger robot that visitors can

programme for themselves) or a whole new theme

area (such as PIRATE LAND in 2007). The press

conferences, attended by an average of 50 journalists

from all over Germany (daily press, magazines,

radio and TV), are meticulously staged and

painstakingly tied in with the theme of the new feature,

from the invitation of celebrity guests and

presenters to the fine details of the programme.

In 2007, for example, journalists were greeted by

a pirate crew and witnessed an exciting chase in

one of the new pirate attractions. The new theme

then serves as a publicity vehicle and as the principal

communication theme of the year. In 2007, the

central theme from February to the end of the season

was pirates - also in traditional advertising

media. In addition to the new attractions, the numerous

events at the park also provide important

opportunities for up-to-the-minute press relations.

Concerts, LEGO building records, the traditional

Late Night Opening events and celebrity visits

to the park are publicised in Germany, Austria and

Switzerland by means of press invitations, press

newsletters, press releases and mailshots containing

photographic material. On top of this come

corporate PR themes, such as charity events with

the hospital clown group Clown Projekt e.V., or the

strategic partnership with the Trägerkreis Erdgasfahrzeuge

(Gas-Powered Vehicle Organisation),

which enables LEGOLAND to convey the image of

a sustainable park. Additionally, packages combining

overnight accommodation with park admission

are regularly offered as prizes in a large number

of monthly magazines for families and children as

well as in the daily press.

Again and again, there are highlights in the press

relations work of the PR team. These have included

a visit from the heir to the Thai throne, with

his two-and-a-half-year-old son and 40 courtiers

in attendance, and the opening of the LEGO model

of Munich’s famous “Allianz Arena” football stadium,

in the presence of Karl-Heinz Rummenigge,

two weeks before the opening of the actual stadium.

A new challenge awaits the PR team in 2008: the

opening of an on-site holiday village at the LEGO-

LAND park is aimed at consolidating the status of

the park as a destination for short breaks and increasing

the numbers of visitors with a journey time of

more than three hours.

The all-female staff at the LEGOLAND Deutschland

press office consists of two full-time PR specialists

(Annette Uhlmann, Press & PR Manager,

and Stefanie Feifel, PR Officer), a freelance colleague

specialising in media promotions and a trainee.

The team is supported by a PR and radio agency

which covers the basic groundwork (preparation

of press kits, sending releases, maintenance

of distribution lists, etc.) in addition to radio promotions.

2 PROPR winter 2007.


PROPR winter 2007.

2


Enthused with Vitality

Macedonia

Macedonians made the biggest

Hellmann’s Russian salad

by Nadica Dimitrovska

Brand Building Executive for Macedonia,

Kosovo and Albania

Unilever S.C.E. Representative Office Skopje

.

The mission of Unilever is to add Vitality to life. We

meet everyday needs for nutrition, hygiene and personal

care with brands that help people look good,

feel good and get more out of life.

Ever since the 19th Century when William Hesketh

Lever stated that the company’s mission was “to

make cleanliness commonplace; to lessen work for

women; to foster health and contribute to personal

attractiveness, that life may be more enjoyable and

rewarding for the people who use our products,” Vitality

has been at the heart of our business.

Vitality is at the heart of everything we do. It’s in

our brands, in our people.

Vitality defines what we stand for: our values, what

makes us different, and how we contribute to society.

It’s the common thread that links our brands

and it’s central to the unique way we operate around

the world.

Health & nutrition

Our Vitality mission commits us to growing our business

by addressing health and nutrition issues. We

focus on priorities including child and family nutrition,

cardiovascular health and weight management.

Inside & out

Our culture also embodies Vitality. Adding Vitality

to life requires the highest standards of behaviour

towards everyone we work with, the communities

we touch and the environments on which we have

an impact.

The event

Following our Vitality mission we tried to do something

spontaneous and meaningful in our country; that

is how the Hellmann’s Salad Day event had its glint.

The Russian Salad originates from the 1860’s and

was invented by the recognized chef Lucien Olivier.

Since spreading the recipe from the famous Moscow

restaurant, its taste was accepted by international

cuisines, including wide acceptance of the flavour

on Macedonian ground.

This idea came very spontaneously and at first glance

we all liked it and accepted it not only as a general

idea, but as a possibility to do something that had never

been done in our country before. At the beginning

it was a challenge that later turned into an opportunity

to do something in accordance with our company

mission that would be beneficial to our community as

well. As always, organising something for the first time

ever has its positive and negative aspects. There were

many questions, doubts and issues that needed to be

addressed and discussed very carefully at each step of

the event’s organisation. But the most important thing

was that we knew exactly what we wanted to achieve

with this event, and how it would be interpreted and

have an effect on our target audience. It includes all

the people who enjoy food as one of life’s pleasures. In

a few words, everyone was invited.

We were aiming towards two main purposes:

• Making the biggest Russian salad ever,

• Making a worthwhile contribution towards our

community

• by cooperating with the Kindergarten’s kitchen

for the preparation of the salad. In return Unilever

restored their kitchen with 350 square metres

of tiles.

• The first portion of the prepared salad (300 kg)

was donated to the national kitchen of St. Petka’s

church.

We received full support from the kindergarten

kitchen’s employees for the preparation of the salad.

Although there were large quantities of food involved,

they weren’t afraid of the challenge. In other

words, they shared our enthusiasm for the success

of this event.

We had the full support and cooperation of the City

Council on this project, as the event took place on

the square in Skopje. Besides the previously mentioned

support, we organised this event together with

the advertising agency Lowe and the PR agency

Apriori Communications. Once the team was complete,

the preparations began.

The preparation period lasted 3 months, maybe

30 PROPR winter 2007.


Event - Live preparation of the biggest Hellmann’s Russian Salad in Macedonia.

even a bit more taking into consideration all the

things that had to be figured out, the many people

that needed to be contacted and organised in order

for all the parts to function properly. So, in the end

we managed to complete this puzzle, this event that

we are all proud of. I always say that at the root of

everything we do there must be proper organisation,

knowing what you have done in each step, what

you need to do next and how your work is going to

be combined and completed with other people’s

assignments.

Lowe was responsible for the total realisation and

outcome of the event and Apriori Communications

had their tasks to create a buzz in the media and

spread the word of mouth among the public.

The journalists’ attention was attracted in a very interesting

way. One week before the event, one jar of

Hellmann’s mayonnaise was sent to all the editors

of the media, with a mysterious message “see you

on the 14th …”

Both the agencies gave their best through the whole

organisational period. We were driven by the thought

that we were making something unique for our city

and unique for our citizens as well. The event took place

on the 14th of April 2007 on the square in Skopje.

The five chefs from the kindergarten, apart from

the 220 kilograms of Hellmann’s mayonnaise, also

used 220 kg potatoes, 120 kg pickles, 120 kg carrots,

100 kg green peas and 70 kg ham and yellow cheese.

The salad weighed 1 ton and was prepared in two

huge bowls measuring 70 cm deep, 2 metres long

and 1 metre wide.

All of the visitors on the city square had the chance

to taste the giant salad.

More than 5000 people followed the event live on

the city square. The biggest portion was donated to

the National kitchen of St. Petka’s church in Skopje

as a gesture of humanity and care for the homeless.

The salad was moved the same day directly from

the square.

The MC of this interesting event was Tanja Kocovska,

and the visitors were entertained by Toni

Zen, Sara Kostadinovska, Darko Nikolovski and

PROPR winter 2007.

the choir of the “Majski Cvet” kindergarten. The

most popular performances among the visitors

were the children’s ones especially prepared for

the event, while the most amusing one, the “eating

contest”, showed that everybody enjoys tasty

food. During the event, the main nutritional

benefits of Hellmann’s mayonnaise were communicated.

We hope that this Hellmann’s event contributes to

Skopje becoming one of the world’s metropolises

which host these kinds of interesting and extraordinary

events. This event could also become a pleasant

happening that citizens would visit with pleasure

every year.

CHARITY

Hellmann’s, as a sign of appreciation of the contribution

to the organisation of the event, promised to

help with the reconstruction of the kitchen at the

“Majski Cvet” kindergarten.

In the last decade of the 20th Century the received wisdom of most foods businesses

was that if we could satisfy the consumers’ demands for taste, convenience and value,

then we would succeed. We all recognised that, whether people lived in Brussels or

Bologna, they were not going to compromise on flavour. Food, after all, is consumed for

pleasure as much as fuel.

The promise was kept and the reconstruction was

successfully completed. The new kitchen officially

started operating on Monday, September 10, 2007.

The people from the kindergarten said that they

were satisfied because the whole job had been done

in the short space of 2 weeks. However, they were

most impressed with the kitchen’s new look!

The new atmosphere can be felt right from the entrance.

The old and shattered beige tiles were replaced

with new, fresh blue and white tiles that really

give a new, better look. This contributed to the kitchen

looking like a new one - brighter and cleaner.

And now, the brave chefs who accepted the challenge

of making such a huge Russian salad are enjoying

their new working atmosphere while preparing food

for all the children at “Majski Cvet”.

Feedback

The promotion presented an excellent source of direct

communication with the target audience; enhancing

the quality of healthy life through the benefits

and usage of Hellmann’s Mayonnaise was communicated

on-stage.

Some of the statements:

“Very, very good initiative. It is REAL, it is TASTY, it

is FOODS EXPERIENCE.”

Fulvio Guarneri - Foods Director of Unilever

South Central Europe

“Strong activation building on the current brand

credentials and towards the brand’s vision.”

Daniel Barbulescu - Category Manager Dressings

USCE

“Initiative so close to Hellmann’s vision, which

needs to become local tradition.”

Tina Trpkovska - Foods Brand Building Manager

Serbia, MNE & Macedonia, Albania and Kosovo

“Very good innovative Brand activation and

Vitality experiences that help people feel good

and get more out of life...”

Goran Georgievski - Country Operations Manager

of Macedonia, Albania and Kosovo

“Generally, the citizens of Skopje were proud

that Hellmann’s made it possible for them to be

a part of this extraordinary event because it puts

this town among the world’s metropolises. This

event was one of the prevailing topics among the

people for a long time.”

Apriori Communications

“This whole event, apart from its huge and one

of a kind charity message that was sent to the

public, also made an impact on all target groups.”

Konstantin Ikonomov, Apriori Communications

The event was covered by all printed and

electronic media over a period of 6 days. There

were many publications and here are some of

them:

“Citizens of Skopje tasted the biggest Russian

salad” - daily newspaper Nova Makedonija

“A giant Russian salad of one ton on the square

Macedonia” - national TV Kanal 5

“Hellmann’s is going to make a Russian salad on

the town square” - daily newspaper Vreme

“One tone of Hellmann’s Russian salad was eaten

in only a few minutes” - daily newspaper Spic

31


Great Britain

Smashing Sex

Inequality in

Grand Slam Tennis

by Sara Pennant

. Marketing & Communication Manager

In 2006 female emancipation was still lost on Grand Slam Tennis. Even though the

US Open had agreed to award equal prize money to men and women back in 1973,

two remaining tournaments, Wimbledon and Roland Garros (the French Open), both

resisted change.

Background

In 2006 female emancipation was still lost on Grand

Slam Tennis. Even though the US Open had agreed

to award equal prize money to men and women

back in 1973, two remaining tournaments, Wimbledon

and Roland Garros (the French Open), both resisted

change. For over 30 years The Sony Ericsson

Women’s Tennis Association (WTA) had lobbied

hard against Wimbledon and Roland Garros to end

sex discrimination and, in January 2006, Cohn &

Wolfe London was asked to invigorate the campaign.

The agency devised a strategy that enlisted support

from political stakeholders, including the British

Prime Minister Tony Blair, the media and the

public. By March 2007 Cohn & Wolfe had achieved

its objective when both tournaments announced

equal prize money for male and female competitors

starting from 2007.

Research & Planning

The first stage of planning was to review and understand

where previous lobbying had failed to achie-

ve the desired result. This showed the need to tread

a fine balance between creating sustained pressure

and avoiding alienating the target tournament

committees.

Secondly, the target audience was defined. The decision

was taken to concentrate on the 12 committee

members of The All England Club - the organisers

of Wimbledon. If they relented then it was likely

Roland Garros would follow suit. Research was

then conducted into potential ‘stakeholders’: individuals

and organisations who could most powerfully

endorse the campaign. This list included politicians,

former Wimbledon Champions and high-profile

tennis fans.

The Strategy

The campaign would focus on the moral argument

surrounding equal prize money. Rather than getting

bogged down in lengthy debates over practical issues,

such as the length of the game, as had happened

in the past, the tournament organisers would simply

be asked to ‘Do the right thing.”

Implementation

1. First Phase: April to May 2006

Cohn & Wolfe started to generate media debate. In

the week preceding the annual Wimbledon Championships

press conference in April, the campaign

was launched through targeted broadcast and

print interviews with previous Champions, including

Venus Williams, Maria Sharapova and Billie

Jean King.

On the day of the Wimbledon press conference Venus

Williams was used to hijack the news agenda via an

interview with the BBC news programme “Today”,

enabling prize money to be the lead discussion point.

Following the official prize money announcement,

an immediate response was issued to the UK pre-

32 PROPR winter 2007.


ss highlighting WTA and player disappointment generating

significant debate and media coverage. The

account team also personally contacted key stakeholders

in the UK with a call to action to support the

WTA’s campaign for equal prize money.

2. Second Phase: June to July 2006

The debate over equal prize money was then placed

on the political agenda. Following the personalised

letters to key stakeholders, one-on-one briefing

sessions were organised for Larry Scott, CEO of

the WTA, to present the arguments against discrimination

and discuss how politicians and pressure

groups could endorse the campaign. After these briefings,

Tessa Jowell MP, Secretary of State for Cul-

PROPR winter 2007.

ture, Media and Sport issued an open letter to the

UK media calling for the All England Club to award

equal prize money.

The message was reinforced by Janet Anderson MP,

who tabled a question during Prime Minister’s Question

Time, an opportunity for MPs from all parties

to question the Prime Minister on any subject, which

resulted in positive endorsement for equal prize

money from Tony Blair. Richard Caborn, Minister

of State for Sport, and London Mayor, Ken Livingstone

both requested meetings with the All England

Club Chairman, Tim Phillips.

Equal prize money was also put forward as an Early

Day Motion, which are formal motions submitted

for debate in the House of Commons, and attracted

more than 100 MP’s signatures in support. To maintain

media momentum, Cohn & Wolfe commissioned

public opinion studies in the UK and France

to capture popular sentiment on the issue. In

the UK, 93% of respondents expressed support for

equal prize money. With the support of Sir Richard

Branson, a photo was staged at the pre-Wimbledon

Player Ball with leading players displaying a scoreboard

highlighting the cumulative difference in prize

money received by male and female players over

the last decade - over £6 million.

3. Third Phase: November 2006 - February 2007

The next stage of stakeholder relations, after the

2006 Wimbledon Championships had concluded,

33


was for Meg Munn MP, Tessa Jowell MP and London

Mayor Ken Livingstone to write directly to Tim Phillips,

Chairman of the All England Club, calling for a

change in policy. As a result Larry Scott, CEO of the

Women’s Tennis Association, was invited to present

the rationale for equal prize money to the board of

the All England Club on November 8, 2006. C&W developed

a presentation for Larry Scott outlining the

moral arguments and, most significantly, a communications

strategy to support the All England Club if it

were to announce equal prize money.

Results

The All England Club announced the end of inequality

on February 22, 2007. Media and stakeholders

increased their pressure on the Roland

Garros Tournament - resulting in the French Tennis

Association’s decision to offer equal prize money

some three weeks later, on March 17, 2007.

When Wimbledon finally relented, their press conference

was called at 12 hours’ notice. The objective

then focussed on maximising positive press cove-

PROPR winter 2007.

rage of the announcement and ensuring WTA messaging

was included. Statements were issued from

Larry Scott and key players, interviews were facilitated

for UK and global media between Larry Scott

in New York and players (who were participating

in the Dubai Championships at the time), and stakeholders

were encouraged to publicly endorse the

news.

In addition to meeting the overall campaign objective,

each phase of the programme was separately

assessed.

A) Media Impact

Between April 2006 and March 2007, Cohn & Wolfe

secured the following media coverage with a total

PR value of £2.8m:

• 112 UK national print articles

• 374 broadcast pieces with interviews for Larry

Scott placed with BBC, CNN and Sky

• 333 online articles

• 15 international pieces

• 34 pieces in regional press

• On release of the public opinion poll, which clearly

showed the nation’s support for equal prize

money, Cohn & Wolfe fuelled media debate with

interviews and key facts, generating print coverage

for seven consecutive days (23 -19th June

2006).

B) Relation to Objectives and Cost Effectiveness

• Messaging: 98% of articles contained one or more

key messages for the WTA in favour of awarding

equal prize money

• Strategy: 92% of articles urged Roland Garros

and Wimbledon to do the right thing

• Cost Effectiveness: The campaign provided a Return

on Investment of 56:1

The success of the campaign was recently endorsed

through an award from the IPRA (International

Public Relations Association) for best Public Affairs

Campaign 2007. It was also a finalist in the PRWeek

2007 Awards in both Public Affairs and Issues and

Crisis Management categories.

3


Serbia

Fairs - PRofessionals’ Challenge

.

by Marijeta Lazor

As the challenging white paper or computer screen tempt

the creative people’s pouring ideas and thoughts to turn into

a unique experience, the same challenges rest with the people

in the exhibition industry when the exhibition and congress

halls are empty. The challenges turn into creative ideas

for events finalised in emotions that are harboured even after

the official closing of the event. In all the stories of professional

challenges stemming from fairs, there are two main characters

- the exhibitor and the visitor. The prologue is written

by the media and the publisher - the exhibition organiser - is

always eager to make their edition a bestseller.

Whichever role you take, quality communication will be the

fundamental power adjusting all the circumstances into a successful

event. For several days, under the same roof, are all

those who, in the minds of PR professionals, take an important

place in the target public. Such chances professionals do

not miss.

This is exactly the idea the Novi Sad Fair, as the oldest fair institution

in Serbia, on its foundations of 85-year long tradi-

3 PROPR winter 2007.


tion, builds its future on. As one of the leading fair

institutions in Southeast Europe, in times of global

growth, development and the importance of the

exhibition industry, it successfully meets the evergrowing

challenges of internationalisation of the

global economy. Along with the development of the

domestic and the world market, exhibitions as marketing-communication

platforms are also expected

to follow the economic flux in terms of their infrastructure

and events and stay on as instruments

of the market, which promote and present trends,

inspire the development of technologies and the

strong interaction between knowledge, information

and innovation. The strategic importance of fairs

is reflected in connecting economies that establish

business contacts at fairs, examine new markets, look

for partners and investors. The services offered

should have their unique selling points and quality,

and the measure of these things is seeing the client.

Therefore, permanent education in the field of the

exhibition industry represents a new, important segment

towards which the Novi Sad Fair directs part

of its resources in order to maximise the effects of

the fair presentation.

Public relations play an important role in achieving

the goals of a fair’s presentation, set by companies

prior to their decisions on partaking (sales, promotion,

relations with clients, market research, brand

development...). Because fairs represent a concentrated

market, and it is important to emphasise the

power of fairs. The scope of the event (a fair) is clearly

determined by exact figures supplied by the organisers,

which PR professionals can and should

use when addressing a certain target group - square

metres of indoor and outdoor exhibition area,

number of exhibitors, and the number of countries

the exhibits originate from, the number and origin

of visitors. Furthermore, the presence of events

in the Global Association of the Exhibition Industry

(UFI) or in the International Congress and Convention

Association (ICCA) are also listed among the

important indicators of international recognition

for a certain event. Data from the most significant

fair in Novi Sad, the International Agricultural Fair,

can be used to illustrate the above mentioned: more

than 2,000 exhibitors from all over the world participate

in this event; it is visited by half a million people

- membership in the UFI since 1958 is the kind

of information used by planners of the exhibition

presentation in terms of the type of public expected

at such an event.

Generally speaking, we can differentiate at least five

categories of visitors: buyers, representatives of the

media, international visitors, students (potential future

buyers), and visitors tied to the industry represented

at the fair. Obviously, competition is mainly

present at the fair, just like potential investors,

representatives of government institutions…, which

makes the plan for the public relations of participants

in fairs more complicated. Additionally, we

must not forget that visitors spend their own time

and money in order to see the exhibition and there-

PROPR winter 2007.

fore, maximum effort must be made to make their

investment gainful.

The media is always unquestionably interested in

the events at fairs. This can be supported by the data

of the Novi Sad Fair showing that the activities of

the most important fair, the International Agricultural

Fair, are covered by about 1,400 accredited reporters

from nearly 600 editorials from Serbia and

abroad. It is apparently important to appear on the

“media radar” during the fair event, which the exhibitors

can do if preceded by well-planned and efficient

work by the professionals who take care of their

public relations. First and foremost, PR officers

must observe the rule that the fair starts significantly

prior to the official ceremony, by announcing

the participation in the event to target groups. The

fact that publicity and news before the presentation

at fairs boosts the visit of expected guests at the

stands by about 50% speaks in favour of pre-exhibition

communication. Good planning of the presentation

has to be adjusted to the other communication

activities, and the chance must not be missed regarding

the inclusion of all means and instruments

that the fair organiser can provide in the action

plan. At the Novi Sad Fair, these services include organising

press conferences, listings in the exhibition

catalogue, on the web portal, common public announcements,

participation in the programmes of the

Fair Radio and the TV production of Sajam InfoNet,

all the way to arrangements with sponsors.

Sponsorship is becoming more and more apparent

as a form of presence at fairs. This is how sponsors

buy the visitors, the public that the Fair has or can

establish contacts with. They are buying a certain

communication value that can be expressed as a

potential range of the message or the potential range

of its display. A range of communication goals can

be achieved through the quality of the sponsor of-

fer combination - brand launching, image reinforcement,

media exposure, establishing friendly relations,

opening new markets, enhancing sales and

new initiatives on the market… The clients of the

fairs are firstly the exhibitors and the visitors, but

also those who decide to participate in a trade fair,

i.e. representatives of governments, ministries, exporters

and economic associations and the decision

that such opportunities should not be missed when

making communication plans for a fair is all the more

important.

Events, Events, Events

Organisers do not primarily sell space to the exhibitors

and visitors, but also the perception of the

event. An excellently organised event on the market

is promised to the client, this being based on

experience, professional knowledge and the reputation

of a notable and reliable company. Fairs, above

all, basically mean an exchange of ideas, transfer

of goods and know-how, which denote communication

and cooperation. The experience of the Novi

Sad Fair, which organises about 30 fairs annually

3


Serbia

in 10 terms and about 100 extracurricular activities

at the “Master” Congress Centre, teaches us that organising

good fairs, beneficial to both the exhibitors

and the visitors, builds trust that lasts longer than

a year, which is everyone’s goal participating in such

events. Success, excitement and entertainment

represent emotional elements that keep the trend

of the fairs and the exhibition industry still significantly

growing in Europe. These facts support the

efforts of professionals who manage public relations

in companies to use fairs for three basic goals -

partnership reputation building, client relation building

and generating media coverage.

The fact that during fairs in Novi Sad since the beginning

of this year, 250 events have been organised

speaks in favour of the synergy effect of promotional,

professional, conference and media activities.

During these “concentrated” happenings within

a limited period of time and space, it is necessary to

prepare a good plan, personalise the messages, provide

enough quality material for the stands and the

press centre, direct the journalists towards your

own stands… rather than to play it by ear.

The exhibition area does represent a kind of “representative

office” of the company and, therefore,

the placement of nonverbal messages is important

not only through stand design, but also through the

provision of the necessary quantity of quality printed

and other promotional material for the visitors,

as well as through the educated staff on the ‘frontline’

of the service.

To show and express interest in what the journalists

are doing is just as necessary as the creativity in

the topics and ideas that can be offered, along with

the pre-prepared press kit. Should the participant

opt for a press conference at the fair, the person in

charge of media relations has to plan the activities

of sending invitations before the beginning of the

event, of hall booking, the treatment of VIP guests,

of the speech to the representatives of the company,

of the printed, audio and video material as support

to the press, of food, drinks, souvenirs from the exhibition

and so on. In larger fair institutions, where

they have the complete logistics for such events, like

the Novi Sad Fair, such activities can be done aided

and supported significantly by the host.

And these are exactly the situations when, deciding

to participate in the fair, clients investigate the rating

of the organiser, especially when the event is

new. Moreover, many exhibitors mistakenly expect

that the organisers of fairs bring the public. Therefore,

one should advise personalised, direct mailing

to exhibitors as a powerful visit booster and as support

for other PR activities.

Future of Fairs

Fairs give business some feeling and, therefore, it

is very important that communication continue

when the event is over - from media reports on the

event’s outcomes, supporting visits by important

guests to the stand, to sending sought information

material by post and communicating on the exhibition

presentation with the internal public. Building

a network of contacts is one of the most important

indicators of the success of a fair’s presentation.

Measuring communication effects, some fairs,

like the Novi Sad Fair, design structural tests that

check the standpoints of exhibitors and visitors in

order to obtain a picture of the opinions of these important

groups.

At the same time, data are collected that speak about

the image of the exhibition, and, based on these

facts, the plan of further communication is modelled.

Historical data comparison, obtained through

polling, shows trends and tendencies that can make

planning easy for the communication planners during

the company’s presentation at the fair as well as

design tactical plans for the company that participates

in the exhibition. Obviously, polls organised by

the exhibitors during fairs largely contribute to the

future planning and evaluation of the presentation.

The trends of the exhibition industry in the last several

years indicate several important directions

of development: specialisation of fair events, development

of the fairs of ‘the fourth generation’, fast

development of modern exhibition strategies and

styles of presentation - both through design of exhibition

stands and through specific aspects of marketing

and communication presentations. Congress

activities, as supporting segments of exhibitions,

are becoming more and more significant and are

growing into an important individual activity of the

fairs that organise them.

The education of exhibitors as a new activity aiming

at the development of the exhibition industry

as the intellectual potential of the Novi Sad

Fair, along with the modern exhibition area gives

Novi Sad its deserved ranking among the companies

that follow, but also creates trends in the exhibition

industry.

3 PROPR winter 2007.


SARAJEVO, Bosnia and Herzegovina

16. - 20. 04. 2008.

www.pro-pr.com


Croatia

A story of open and

successful communication

CASE STUDY Pfizer’s PR campaign

„Openly about sex“

by Spona Communications Ltd.

Situation analysis - the need for a new, OPEN approach

Sex and sexuality are closely linked with all other

aspects of our lives, from procreation as an essential

function of sexuality and sexual intercourse, to

the psychological, emotional and social significance

of sex. Erectile dysfunction is an illness, as well as a

trigger for a variety of negative emotions and attitudes

and the cause of many disrupted relationships.

152 million men worldwide have some form of erectile

dysfunction (ED), while the number of men

in Croatia with ED according to some estimates is

300,000 ranging from 35-65 years of age, of which

only 15% are being treated. According to research

conducted by Dr. Aleksandar Štulhofer, a sociology

professor at the Faculty of Arts in Zagreb, 12.5% of

the male respondents admitted they had experienced

erectile problems. The results showed that the

disorders were experienced more by men exposed

to stress and anxiety, and those with more traditional

attitudes towards sexuality.

After the discovery of the first drug ever used to treat

ED, the famous diamond-shaped blue pill, Pfizer

opened a Pandora’s box of this heavily concealed

problem. The problems of a large number of men

and their partners who are deprived sexual satisfaction

have been addressed for the first time. Today, a

blue diamond pill is taken every 9 seconds. Despite

the availability of this drug, in Croatia where the

environment is far more conservative compared to

Western countries, this widespread problem is still

not being discussed enough, and a large number

of men and couples are spending their sexually active

years in dissatisfaction, which is reflected in other

aspects of their lives. In most cases, the problem

is ignored, and the embarrassment related to sexual

inadequacy blocks the person from proactively searching

for a solution - by discussing the problem,

visiting a therapist or physician. Many physicians

also feel embarrassed discussing sexual problems.

Thus, the vicious circle of broken communication

just keeps widening.

That is why we decided to take a step further and

open the next Pandora’s box - to speak openly about

sex, to try and resolve some of the issues many

couples throughout the world, including Croatia,

are facing.

Goals of the campaign

• Encourage an open discussion about sex, raising

the awareness of the widespread problem of ED

as well as acceptance and treatment options

• Address the problem of a lack of dialogue on the

subject, caused substantially by embarrassment,

and use a new approach, an open dialogue, to

promote the product (ED treatment) and introduce

it to the user

• Present Pfizer's medication for ED in a new,

exciting and innovative way

• Improve the flow of information, which helps

scientific advancements, and increases the odds

of discovering other effective treatments.

Strategy - a new approach to an old problem (AN

OPEN APPROACH)

As part of the new approach to an „old“ problem, we

launched a comprehensive educational programme

entitled „Openly about sex“. The goal of this project

was to emphasise the need for an open discussion

about sexual problems, notably ED.

The underlying idea of the PR campaign was that

open discussion is the first step towards solving the

problem.

Target groups we addressed on the one hand included

physicians, who need to be able to recognize

the problem, therapists and pharmacists, who

need to make it easy for the patient to talk about this

issue, and the media, because if the media covers it,

it will be widely discussed. On the other hand, our

target groups also included the general public, which

needs to be more sensitized to this problem in

order for attitudes to change. Each of the target groups

plays a critical role in conveying messages to people

affected by this disorder - whether it’s a man

older than 40 with some form of erectile dysfunction

or a woman whose partner has ED.

Hiding intimate problems (and secrets about sex)

contributes to the problem and, coupled with the

general belief that “if I say something, I’ll be rejected”,

enforces the “vicious cycle“ of silence. Accor-

dingly, we created the campaign’s key messages, divided

into the following categories:

• The first category of “Openly about sex” messages

included messages such as: Open towards

yourself, Open with your partner, Speaking

openly with your doctor, Speaking openly with

a sex therapist and Speaking openly with a pharmacist.

• The second category dealt more directly with

ED. We communicated that achieving an erection

is possible in an open relationship, where the

two partners lead honest and open conversati-

0 PROPR winter 2007.


Despite the fact that sex is as old as mankind itself, and that a lot of details have been discovered about

sexual intercourse throughout the development of civilization, from the aspect of medicine, psychology

and human physiology, sex is still an awkward topic to discuss. The most natural thing on earth is still

a taboo, not to mention sexual problems, as well as everything that has to do with our sexual intimacy.

If we do have problems “in that department”, we would rather not talk about them. It was precisely this

that was the starting point of the PR campaign “Openly about sex”.

ons, thus creating a pleasant environment as the

basic precondition for successful sex.

• Since the final outcome of the entire process is

very important, pleasure in sexual relationships

was the topic of the final category of messages:

“Achieving better sex, by speaking openly about

sex” - our emotional relationships are also influenced

by external factors (such as failure at

work, discontent, stress...). Hiding who we are,

what we want or what we feel prevents us from

relaxing and trusting the main “ingredients“ of

pleasurable sex, and the insecurities a man feels

at certain moments of his life can and will cause

PROPR winter 2007.

physical barriers to achieving and holding a firm

erection. If an open conversation reveals that the

problems are organic, the appropriate medication

can be selected with the help of a physician.

Communication plan and implementation

Through all three phases of the PR campaign we

wanted to highlight the lack of open dialogue and

problem of breeding the wrong attitudes toward

human sexuality. That is why we enabled all key stakeholders

to take part in the discussion and presentation

of various aspects of ED.

The “pre-launch” phase of the campaign was focu-

sed on communication with the media, introducing

them to Dr. Marty Klein, a distinguished sex therapist

from the US, author of award winning books

and editor of a provocative electronic newsletter

called “Sexual Intelligence” and a popular website

www.SexEd.org, who has devoted his entire career

to discovering new ways of thinking and discussing

human sexuality.

To initiate a dialogue and sensitise the media over

the correlation between open communication and

good sex, we organised a casual gathering with the

media. The event was used to announce the first

ever sexual therapy congress held in Croatia and

1


Croatia

create a good atmosphere before introducing Dr.

Klein. The next step was establishing a two-way communication

with the media by organising a roundtable

where we invited specialists from various relevant

fields of expertise (sexual therapy, hypnotherapy,

sociology, family medicine, urology, diabetology,

pharmacy) and journalists, in order to encourage

a widespread open discussion about sex.

To directly address individuals suffering from ED,

we published a patient brochure entitled “OPENLY

ABOUT SEX” presenting ED in three simple steps

- recognising the problem, talking about it openly

and treatment options. The brochure also stresses

the role of the female partner, who also needs

to be included in the open discussion, in order to rekindle

the closeness between partners and provide

support. 75,000 copies of the brochure were published

and distributed in the waiting rooms of general

practitioners’ offices and urology and diabetes

clinics.

The “launch” phase of the campaign included the

first ever sexual therapy congress held in Croatia,

“Openly about sex”, with Dr. Klein as key speaker

and Dr. Gerhard S. Barolin, an Austrian psychotherapist,

as speaker. The congress was held in Zagreb

(the venue, Boćarski dom, is located in a park

on the bank of the river Sava), and during breaks

the participants came into direct contact with the

surrounding nature, which contributed to the relaxed

atmosphere that is one of

the prerequisites

of open communication.

As generalpractitioners

around

the world have

started

recognising

the significance

of

an early

diagnosis

of

ED as

a potentialin-

dication of other illnesses and an important indicator

of the patient’s overall health, the doctors and

pharmacists at the congress got an opportunity to

learn how to make the conversation about ED pleasant,

effective and OPEN. To that aim, we also organised

a panel discussion, encouraging an open dialogue

with physicians that served as a platform to

share clinical experiences. The discussion presented

various ways to introduce patients to the available

options that can ultimately improve their quality

of life which is disrupted because of the stress associated

with ED.

The physicians received a clear message that it is

their responsibility to initiate the conversation with

their patients, because such an approach encourages

patients and enables them to receive the appropriate

help on time. A separate roundtable was also

held with pharmacists stressing their role in creating

an open communication with the person seeking

ED medication.

The “post-launch” phase of the campaign included

placing the topics and interviews with the speakers

in the media and specialised medical publications.

Results and methods of evaluating the success of

the campaign

The success of these communication activities was

evaluated based on media coverage, in terms of volume,

quality and frequency of media coverage. The

coverage generated a minimal five-fold return on

the funds invested - i.e. investments represented

18% of the coverage value.

On the other hand, success can also

be measured by the exceptionally

large attendance

of physicians at the

congress (400), exceeding

the usual attendance

numbers at similar

congresses. The participants

themselves were

satisfied most with how interesting

and useful the topic

was and with how well

the entire event was organised.

In conclusion...

What made the communication

activities for the “Openly about

sex “ campaign special was a new

approach to a healthcare problem,

in this case ED, a topic which is still

considered a taboo. Open communication

was encouraged in a straightforward

and innovative way, thus contributing

to reducing the negative effects

of ED on men and their partners. In addition,

the congress itself was organised in a

completely new way compared to the usual

wearisome Croatian medical congresses

held in the same old hotel facilities, with no

corresponding visual identity.

2 PROPR winter 2007.


Germany

Munich’s

Oktoberfest

by Dr. Gabriele Weishäupl

. Director of the Munich Tourist Office

Because it is so well known around the world, Munich’s Oktoberfest is both a magnet for

tourists and an export item par excellence. A survey of the international acceptance and

spread of German terms carried out by the German National Tourist Board revealed that

91 percent of those polled knew the word “Oktoberfest.” The Oktoberfest is also present

on the Internet. The search engine Google will find about 6,910,000 hits for the term.

Around 2,000 “Oktoberfests” in the Munich style

are organised around the world. The largest ones

are in Blumenau/Brazil and in Kitchener/Canada.

They boast around 1 million visitors each. They

are followed by Frankenmuth/Michigan, USA, with

around 350,000 visitors.

This festival of festivals has a powerful influence on

the Bavarian capital’s image. The advertising value

of the so-called Wiesn for Munich is not quantifiable;

but the reputation that the city enjoys thanks

to the Oktoberfest at home and abroad does have

an impact on the number of tourist arrivals. Thanks

in large part to this uniquely popular event, Munich

numbers amongst the leading hubs of tourism in

Germany.

As the head of the largest popular festival in the

world and as the director of tourism for the city of

Munich, I am often asked what is the origin of this

global reputation, the unbelievable meaning and

even emotion inherent to the Oktoberfest.

What can be said is that during the early period of

the Oktoberfest, the ruling Bavarian royal house

of the Wittelsbachs had the political desire to present

the newly organised Bavarian state overall as

a “homeland,” and therefore did an enormous amount

to promote the festival and use it as an instrument.

Another thing is certain: as of the 1950s, the

city of Munich began vigorously promoting the festival

world-wide, and there is the fact that this fe-

stival is perceived as an authentic “Bavarian festival”

in a matchless context. This is where public relations

come into play.

Origins

The Munich Oktoberfest, which is held for 16 days

on the Theresienwiese in the midst of the city, is a

festival that grew out of a historic process and has

an almost 200-year tradition.

Four years after Bavaria was elevated to the rank of

kingdom, Crown Prince Ludwig (later King Ludwig

I) married Princess Theresa von Sachsen-Hildburghausen

on October 12, 1810. The official celebrations

for the marriage lasted five days and were literally

staged as a grand ovation to the ruling house

of the budding kingdom. All of Munich acted as a

stage for the celebrations, which were both glittery

and popular. The inner city was transformed into

one huge festival, with parades by marksmen of the

National Guard and the citizens’ marksmen associations,

with light shows and music, food and drink,

drums and trumpets. It was a way for the Wittelsbachs

to show their proximity to the people and also

to thank their subjects, whose patience had been

sorely tested by the alliance with France and the resulting

wars, the expansion of national territories

and the administrative reorganisation of the country.

The time was ripe for a big feast to create a sense

of identity for the new Bavarians and as a way to

draw attention to the capital and royal residence

that Munich had become.

The celebrations, which were already called a “popular

festival” back then, concluded with a horserace

on October 17 on the field (“Wiese”) at the

city’s gates. “Individuals from the Cavalry Division

of the National Guard Third Class” under Major

Dall’Armi were able to gain permission from the highest

authority for this competition. Children in Bavarian

national costumes paid homage to the royal

family present, with poems, flowers and fruit from

the region. The field upon which the whole event

took place was called “Theresienwiese” in honor of

the bride. And that is the name of the Oktoberfest

venue to this day: “Theresienwiese,” or as the people

of Munich say for short, “die Wiesn.”

PROPR winter 2007.


Public success

The tradition of the many “Oktoberfests” began

thanks to the decision to repeat the very popular

horserace the following year. In 1811, the race was

supplemented by the first agricultural festival with

a trade exhibition highlighting Bavaria’s agricultural

economy. The race, the oldest part of the

event, disappeared from the Wiesn for organisational

reasons in 1938; the “Bavarian Central Agricultural

Festival”, however, still takes place once

every four years and is held in the southern part

of the Wiesn.

PROPR winter 2007.

From beer booths to beer castles

Originally, visitors were able to enjoy their beer

at little booths, whose number grew rapidly. The

first great beer castles were set up by enterprising

caterers in 1896, working closely together with

the breweries. The Munich breweries, by the

way, still have a monopoly on the serving of beer

at the Oktoberfest. Soon, hearty snacks and robust

Munich specialties were being sold, giving

rise to the Wirtsbudenstrasse, the Caterers’ Booths

Lane; to this day they offer everything necessary

to keep body and soul together and to ensure

that every visitor can experience sheer delight

at Oktoberfest.


Amusements for the people

Germany

The carneys and their operations dominate the other

part of the festival grounds. In 1818, the first carousel

and two swings were set up. Public amusement

was somewhat modest during the first two

decades. The 1880s marked the beginning of the

Golden Age of Germany’s carney business and carousel

industry. This paved the way to the Wiesn

as we know it today: a broad range of rides, amusements,

show booths and lots more to thrill young

and old alike.

The Wiesn here and today

The Oktoberfest continues to be a traditional Munich

popular festival featuring Munich hospitality

and Munich beer. That’s why - according to the

statutes of the festival - “only Munich beer made by

the efficient and tried-and-true traditional Munich

breweries and complying with the Munich Purity

Law of 1487 and the German Purity Law of 1906

may be served.”

The wellbeing of the Wiesn is firmly in communal

hands and has been overseen by the City of Munich

for over 180 years and, since 1975, by the Department

of Events of the Tourist Office.

What makes the Wiesn special is how it is able to

bridge the gap between being a festival for Munich

and an international large-scale event at the same

time. It remembers its own roots, but is also open to

new developments. The festival of festivals is imbued

with that typical mixture of high-tech and tradition,

which makes it all the more attractive.

Public relations

Munich’s Oktoberfest sells itself. For the people of

Munich, who make up 72% of all visitors, it is part

of the yearly feast-day calendar, like Christmas or

Easter. Advertising it ceased after the anniversary

Wiesn of 1985, when over 7 million people came to

the festival and stretched its capacity to the limits.

Public relations are necessary, however, in order to

publicize, disseminate and position the content that

we feel is important to the Oktoberfest.

The City of Munich keeps a very sharp eye on this

festival and we are extremely careful and unobtrusive

when introducing any changes or novelties to the

Wiesn. We are aware of the fact that we hold responsibility

for a major traditional opus that generations

have already contributed to, and that local traditions

and customs here have lots of staying power:

the entrance of the Wiesn caterers on the opening

day, the barrel-tapping ceremony, when the Lord

Mayor of Munich does the honours and the world

media look on, the large parade of folkloric costumes

and marksmen on the first Wiesn Sunday, the

stand-up concert by the Wiesn orchestras, and the

firecracker shooting on the last day. Not forgetting

the splendid costumes that have resurfaced at the

Wiesn and in the city itself during the past five years.

The “Dirndl” and “Lederhosen” are de rigueur

with all generations, from infants to grandparents,

all coming to celebrate at the Oktoberfest. Local customs,

local costumes, local specialties, local beer….

this all is part of a whole that shapes the identity of

the time, the place, the festival … and our Oktoberfest

reveals this all in a unique manner.

But a festival the size of the Oktoberfest also needs

certain rules to prevent it from losing its traditional

character of a popular festival and degenerating into

a party and promotion pool. It’s the only way to

maintain the uniqueness and special character of

the Oktoberfest. This means: no public announcements

of stars of any kind, no promotional teams

and image-building before the coveted background

of the Wiesn.

The Wiesn Press Office work of 2007

Media representatives from around the world, whose

job it is to communicate the image of the Oktoberfest,

are assisted during the event at a separate

Wiesn press office, which also has work stations for

journalists. The Press Office today has contact with

2397 journalists (inquiries are made on location, by

email, phone or fax) from Germany and abroad, for

example: Australia, Austria, Belgium, Brazil, Croatia,

Czech Republic, Georgia, Great Britain, Hong

Kong, Hungary, Israel, Italy, Japan, Luxembourg,

Netherlands, Poland, Russia, Serbia, Switzerland,

Turkey, Ukraine and the USA. A total of 240 filming

permissions were granted to various film and TV teams,

as well as online services. Information was passed

along in 60 press releases; 13 press events were

organised on location in 2007, such as a press tour

at the beginning with almost 200 participants, two

press conferences with around 40 media representatives

each, and a tour of the Wiesn caterers.

Addressing target groups

Public relations work is important in order to maintain

a high level of service and provide visitors with

the information needed for a successful time at the

Wiesn. Ever since I took on the management of the

event in 1985, one of my special concerns has been

the “gentle Wiesn,” which is backed up with targeted

PR measures on the subject of “Families/adults

with children,” for example, or “Ecology and sustainability”

and “The disabled.”

A 38,000-euro budget is available for public relations.

This is used to finance the annual (closed) poster

competition, the printing of flyers, posters and

press texts. As a graduate in communications, I had

already initiated socio-economical studies at the

Munich Oktoberfest as fundamental research. The

last study dates to 1999/2000, with another one

scheduled for the coming year. It revealed, among

other things, that the economic value of the Oktoberfest

stands at 954 million euros, that the Wiesn is

a “Bavarian festival” according to its visitor structure,

and that the Oktoberfest is enjoyed as a “community

experience.” The study also confirmed that the

Oktoberfest sells itself, from a public relations standpoint,

and that is something we, as the organisers

of the world’s largest popular festival, feel very comfortable

with.

PROPR winter 2007.


PROPR winter 2007.

Oktoberfest 2007 - Facts and figures

The festival grounds Theresienwiese: 103 acres

Oktoberfest surface: 76 acres

Applicantsin all: 1374

accepted: 624

Marketeers: 315

Carneys: around 229

Caterers: 77 (34 with seating)

Large tents: 14

Employees around 12,000

Visitors 6.2 million

Beer consumption 6.7 million 1-liter mugs


Croatia

FIJET - Federation internationale des

journalistes et écrivains du tourisme

World Federation of Journalists and Travel Writers

Founded in Paris in 1954 by the press associations of France and Belgium, FIJET is the

oldest association of professional travel writers and journalists in the world. With a

membership that currently exceeds 900 members in over 40 countries, it is the world’s

largest professional organisation of travel journalists operating internationally.

Since November 2000, FIJET has maintained its

world headquarters in Prague, Czech Republic,

where it is also registered officially as an international

association.

In the difficult times after World War II, Europe

was divided into two blocks, east and west, not only

geographically, but also in aspects of richer and poorer.

Travel and leisure time were rare. Professional

travel writers and journalists in France and Belgium

tried to turn on the engines of media machinery

by promoting travel and friendship with no limits,

in order to tear down the material and ideological

borders between east and west. In a way, they set

the wheels in motion for the development of tourism

as a branch that can rapidly expand and return

economy to life.

FIJET activities

Over 25 affiliated National Associations represents

FIJET in their respective countries and provide a

professional base for the exchange of ideas and information.

Individual members also contribute to the strength

of FIJET.

All members are professionals engaged in journalism

related to tourism, such as writers, editors, publishers,

photographers and authors. They are committed

to objectivity in their work and to the promotion

of world tourism.

According to the FIJET Statute, 80% of its members

must be travel writers and journalists.

FIJET is a non-profit and non-political organisation

and it has three official languages; English, Spanish

and French.

The main objectives include: contributing to world

peace and security by strengthening co-operation

between nations through culture, education and tourism;

promoting the free exchange of ideas through

international tourism; and exchanging ideas, training,

education and resources among international

media and tourism professionals.

At its annual World Congress, which is held in a different

country each year, FIJET promotes a particular

aspect of world tourism. Executive Committee

and Board of Directors meetings are also conducted

at regular intervals at destinations around

the world.

The Executive Committee, general secretary and director

and treasurer are elected every four years.

by Tina Eterović Čubrilo

Member of Executive Board of F.I.J.E.T.

FIJET communicates with its members as well

as with tourist and business destinations, carriers,

attractions, hoteliers, resorts, national and local

tourism offices and international organisations via

two main methods:

The FIJET Website (www.fijet-web.com) and

The FIJET Monthly Newsletter.

The main task of FIJET is to promote the development

of tourism in countries struck by natural disasters

or wars. Croatia went through war in the

early nineties, when the presence of the media was

more than necessary; so, FIJET organised its Congress

in Croatia twice, once in 1995 and again in

2003, when the Croatian President Stjepan Mesic

was host. Croatia has hosted the FIJET Executive

Committee several times as well.

FIJET is an affiliated member of the World Tourism

Organisation and cooperates with many other

international associations. FIJET is proud of the high

position and respect it has achieved over the past

50 years in contributing to mutual understanding

between people around the world.

La Pomme d’Or or The Golden Apple

“La pomme d’or” or The Golden Apple Award is

FIJET’s equivalent of the Oscar. This award for

excellence is presented each year to an organisation,

country, city, or person in recognition of superior

efforts in promoting and raising the level of tourism.

The Golden Apple has gained significant recognition

over the years and always has a list of potential

prestigious candidates. Since it was established

in 1970, The Golden Apple has been awarded to 36

recipients. In Croatia, it was Dubrovnik in 1996 and

Split in 2005; both recognised for well preserved historical

and cultural inheritance.

CROAJET - Croatian National Association of FIJET

CROAJET represents FIJET in Croatia and was

established as a legal entity in the country. Whilst

operating independently, its members share resources

and experiences and invite other FIJET members

to join their activities.

PROPR summer /autumn 2007.


History of FIJET in Croatia

Croatian travel writers and journalists noticed the

importance of FIJET and its efforts to bring people

and nations together to promote world peace.

In the former Yugoslavia there were, from 1963-

1989, gatherings of travel writers and journalists

called „Majski skupovi“ in the small tourist destination

of Makarska on the Adriatic coast. The participants

at these gatherings were members of FIJET

from all over the world as well as leading people engaged

in the tourism industry and politics.

Our colleagues Milan Gavrovic, Ante Gavranovic,

Drago Ferencic and Frane Erceg were extremely active

FIJET members at that time.

During the „Majski skupovi“ of 1977, Jean Paul Delfeld,

as the president of FIJET, held a speech about

its contribution to mutual understanding among the

peoples of the world.

FIJET grew from a small group to the world’s largest

organisation of writers and journalists involved

in travel and tourism.

CROAJET continues to work on all the

activities that our older colleagues began with. The

FIJET initiators in Croatia, Ante Gavranovic and

Drago Ferencic, are still active in various ways. Frane

Erceg, an ex editor-in-chief in TV, had saved all

the printed documents from „Majski skupovi“ in

Makarska, which he published in a new booklet

form and gave to CROAJET as a remembrance for

the next generations of members. We thank all of

them for their help and support.

At the next FIJET Congress the new members of

the Executive Committee will be elected. This will

take place in Slovenia in 2008, the state that will

preside over the EU in the same year.

PROPR summer /autumn 2007.


.

by Altijana Marić

Head of Press Office

Bosnia & Herzegovina

During the Sarajevo Film Festival, the BiH capital

becomes a true regional centre and a powerful platform

for film business development in BiH and in

the region.

Although initially, in the early days of its beginning

in 1995, the SFF did not seem to be a prime candidate

for taking the role of regional leader in a region

rich with festivals of much longer tradition,

thanks to careful profiling and long-term planning,

the SFF is today a clear presence on the international

festival map. One of the first questions was

how to attract the attention of the audiences and

the industry.

The organisation of a festival of this scope in a city

and a country in transition requires problems to be

approached as creative challenges.

The Sarajevo Film Festival

The Sarajevo Film Festival is considered to be the largest and the most influential

festival in the region, with 100,000 visitors, a strong industry section, an

educational platform for young filmmakers - the Sarajevo Talent Campus, 13

programmes, and a major presence from the film industry, writers and the media.

The absence of state strategy for financing culture

led the SFF to develop a unique platform for developing

partnerships with international, regional and

local companies of the highest standing which recognised

the importance of the Sarajevo Film Festival,

but also the opportunity to build their own image

and promote their products. Today, the SFF has

the status of a progressive, highly independent festival

whose financing comes from commercial partners

in the amount of app. 60%.

Although it has been nine years since the end of the

war, the city’s infrastructure cannot keep up with

the development of the Festival. For that reason,

every year the SFF revives and invests in existing,

yet unused other-purpose facilities to convert them

into its key locations, such as the abandoned school

playground which becomes the Heineken Open

Air Cinema seating 3,000, and the National Theatre,

which the Festival transforms into the liveliest

festival location, hosting the Competition Programme

Red Carpet. The SFF thus acquires its unique

identity and creates a special atmosphere that intertwines

the history of Sarajevo and a progressive, young

festival.

In the immediate future, our efforts will focus on

developing an adequate Festival Centre, which is

currently also a major challenge, particularly in light

of the analyses that indicate a steady growth of

accredited media outlets and film industry representatives

every year.

The inevitable question in profiling a young festival

is this: Do we need another A list festival? Cannes,

Berlin, Venice and Toronto draw major inter-

0 PROPR winter 2007.


national film titles, major funds and major commercial

hopes. To organise a festival with the same selection

criteria as those of the Cannes or Berlin festivals

would mean that programmers must be satisfied

with no more than a second or a third round

of selections.

By placing the region in its focus and within the

context of an international festival, the Sarajevo

Film Festival has created a unique meeting point for

regional and international film industries and initiated

the creation of a platform for the promotion of

often neglected, talented writers and projects from

this part of the world.

The SFF offers the region a platform which focuses

its attention on talents and projects from South-eastern

Europe, facilitates access to a wide internatio-

nal network of contacts and serves as a catalyst for

cooperation within the region and for contacts with

partners from around the world. Moreover, the Festival

offers new standards in festival organisation

and film presentation.

On the other hand, the SFF provides international

film industry representatives with access to

new projects and new ideas, the possibility of discovering

new talents and a unique festival experience.

Today, the Sarajevo Film Festival is a place

where the presentation of the best and most recent

achievements of the film industry brings together

international and regional film in the spirit of mutual

cooperation and cultural exchange.

Placing regional film in the focus of the Festival

proved to be the right choice. The 13 Festivals ha-


Bosnia & Herzegovina

ve helped develop our Competition Programme,

which currently presents 16 countries and their

film industries, through selections of features, documentaries

and short films. Along with the focus

selection, which presents the best films from the

region in a non-competition selection, the Festival

also offers a full insight into filmmaking in this

part of Europe.

The presence of representatives from leading film

festivals, film institutions and funds at the Sarajevo

Film Festival offers filmmakers a single location

where they can meet colleagues and film professionals,

as well as an opportunity to have their work selected

for other festivals.

The high profile of our international jury, made up

of leading filmmakers and representatives of key

film festivals and the industry, adds to the prestige

of the Heart of Sarajevo Award, which opens avenues

for its winners to present not only the awarded

work, but also their work yet to come.

Parallel to the Competition Programme, the SFF continues

to develop its industry section, CineLink, which

has used its five years to become one of the leading

film markets in the industry, selecting, promoting

and awarding the best projects in the region.

After the successful completion of its programme

and industry segments, the Festival took a step further

in creating an educational platform. The Sarajevo

Talent Campus was launched last year, in collaboration

with the Berlin International Film Festival

and the Berlinale Talent Campus. It is an intensive

programme of lectures, workshops, discussions

and screenings, designed for young and talented directors,

actors and producers from the region, with

a plan to develop in the next few years, to include

other film-related disciplines (editing, scriptwriting,

light, sound etc.).

An important segment of the development of the

Sarajevo Film Festival is the investment in its audience,

which has full access to all the festival programmes.

Also, through its Children’s Programme and

Teen Arena, with selected titles and sidebar programmes,

the Festival invests considerable efforts in

bringing up a new generation of film lovers.

The Sarajevo Film Festival has also been recognised

as an important development project in BiH. Every

year, the Festival employs a considerable number

of young people, it fills hotels and restaurants across

the city, it uses all that our tourism has to offer,

by organising visits and trips for our guests - becoming

for that purpose consumers as well as guests

- showing them the richness of our country and encouraging

them to come back again. Every year, the

Festival uses this opportunity to improve the city’s

infrastructure by investing in its venues. At the same

time, the presence of an impressive number of

media outlets from the region as well as from across

the world, aids the development of a positive picture

of Sarajevo and BiH, needed as it is.

The development and status of the Festival is also

aided by a considerable number of guests and friends

of the Festival. Over the past few years, our guests

have included: Agnes B., Alfonso Cuaron, Anthony

Minghella, Bono Vox, Brad Silbering, Carol

Bouquet, Darren Aronofsky, Dušan Makavejev, Car-

los Reygadas, Gaspar Noé, Gerard Depardieu, Hugh

Hudson, Jafari Panahi, Jane Birkin, John Malkovich,

Joshua Marston, Leos Carax, Katrin Cartlidge,

Mike Leigh, Milčo Mančevski, Michael Winterbottom,

Phil Alden Robinson, Stephen Frears, Steve

Buscemi, Willem Dafoe, Alexander Payne, Terry George,

Daniel Craig, Sophie Okonedo, Claude Lelouch,

Emily Watson, Danis Tanović, Nick Nolte, Abel

Ferrara, Bela Tarr, Mat Whitecros, Simon McBurney,

Juergen Teller, Jeremy Irons, Juliette Binoche,

Michael Moore, Fatih Akin, Ulrich Seidl, Alexandra

Maria Lara, Sam Rilley, Anton Corbijn...

Many of them return to the SFF with their new

projects and thus expand the contacts which allow

the SFF to fulfil its aims, not only as a presenter of

the best that the international film industry has to

offer, through its eight programmes, but also as the

festival which offers open access to film writers

through its Q&A and numerous other sidebar programmes.

We are also in permanent contact with our audience

through our home page (www.sff.ba), which also

allows you to follow us on the way to another - and

we hope, even better - Festival.

2 PROPR winter 2007.


PROPR winter 2007.

3


y Dragana Jovanović

.Regional Editor, University of Megatrend

Serbia

Due to recent historical and political events Serbia

is currently ranked among countries with negative

images. Is there any way to change this image, theoretically

and practically?

Although I don’t have the evidence to prove it (Serbia

has not yet been included in the Anholt Nation

Brands Index, my global quarterly survey of national

images), there seems little doubt that Serbia has

a negative image. It’s also pretty certain that this image

has a powerful impact on the way the world behaves

towards Serbia, its people, its government, its

Interview with Simon Anholt

sporting and cultural offerings, its tourism and heritage

attractions, its products and services, its investment,

business and educational potential. People

trust what they hear from places with good brand

images, and mistrust what they hear from others;

and in the absence of reliable information, they make

favourable assumptions about the places with good

brands and unfavourable ones about the rest.

When I first proposed the idea of nations as brands

around 10 years ago, it created a lot of controversy,

but today, most rich countries now have branding

or public diplomacy initiatives, and an increasing

number of developing and even least developed countries

are working on their own strategies. There

has been a lot of talk about Serbia doing this too.

Unfortunately, many countries are also falling into

the naïve error of believing that they can enhance

their images in the same way that companies do,

through corporate identity, public relations and advertising

programmes. When I coined the phrase

‘nation brand’, I really meant something quite simple:

the images of countries are as important to their

progress as the images of companies and products

are to their market success. I didn’t mean that na-

tion brands could be artificially created or enhanced

through marketing in the same way that commercial

brands can. I didn’t mean that countries can

be ‘sold’ to investors, tourists or public opinion as if

they were running shoes or soap powder. I certainly

didn’t mean that a country like Serbia can build itself

a Nike-sized brand if only it can raise a Nike-sized

marketing budget.

While commercial promotion techniques can be effective

for promoting tourism, they are virtually

useless for countries and cities and regions. Consumers

always reject this kind of naked propaganda,

and the images of countries are almost exclusively

driven by the things they do rather than the things

they say. Only the right combination of leadership,

policy, strategy, investment and innovation can

bring about a change in national image, and this is

neither quickly nor cheaply done.

For all the talk of ‘branding Serbia’ and the well-meaning

talk about logos, slogans and promotional

campaigns, these initiatives will do very little

to change the world’s mind about Serbia, restore

its credibility, or help it to escape from the gravitational

field of the ‘Balkan brand’. After all, people

Subject “Serbian Challenges in Building a

Statement of PC Belgrade “Nikola Tesla” Airport’s

Director General, Mr. Nebojša Nedeljković

The PC Belgrade “Nikola Tesla” Airport Management

is aware that Belgrade Airport is the place

where passengers from abroad get their first impression

of Serbia.

The management of this public company recognised

in that very fact another chance to present Serbia

to its passengers in its real appearance, as our

country really is. Professionalism, competence, efficacy,

discretion and kindness - these are all values

that Belgrade Airport adheres to in treating its

passengers.

Guided by such intentions, in the last few years the

biggest Serbian Airport has increased the level of

services, joining large global airports with its competitiveness.

Belgrade “Nikola Tesla” Airport has invested in the

newest technological systems. New communication

and surveillance systems have been fitted, which

have had direct effects on easier and faster passenger

and luggage flow. In order to meet our clients’

needs, we have enhanced the facilities at the

airport. Belgrade Airport has signed numerous

contracts on regional cooperation with neighbouring

airports. Constant investment, employee specialisation

and training abroad additionally contribute

to develop the airport in the direction that we

want. Our aim is to provide our passengers with

comfort, safety and reliability, so that they can pass

through all control-points and make check-in in

a pleasant and relaxed atmosphere.

Belgrade “Nikola Tesla” Airport wishes to present

its visitors with the real image of Serbia. In our country

people work hard and communicate without

prejudice. That is why I recommend all to come to

Serbia, to Belgrade - it is best to see for yourself, to

come and see.

We see Belgrade “Nikola Tesla” Airport as a leading

airport of South-East Europe. We are consistent

in our intention to represent Serbian intellect

supported by new technologies in our company.

The Airport is an open showcase that should represent

Serbia in its true form. The management,

together with employees, greets all passengers with

a smile.

Belgrade Airport, modern and contemporarily equipped,

is determined to reclaim the leading position

in South-East Europe. Until the 1990’s, “Nikola

Tesla” Airport was the centre of passenger and

cargo traffic. Belgrade is at the crossroads of Europe

and Asia, and this fact is exactly what we want

to use for our further development. We see the future

of PC Belgrade “Nikola Tesla” Airport in the

further development and expansion of the airport

complex. The long-term vision of Belgrade Airport

is to build a complex consisting of offices, underground

parking, a hotel and a business centre.

Dušan Vulović, Executive director,

McCann Erickson Public Relations

Serbia is currently in a very difficult situation regarding

its identity and position in relation to the

PROPR winter 2007.


elieve what they believe about Serbia because

it’s all they have ever heard from the country: almost

no powerful, positive, media-friendly stories

have come out of Serbia since it emerged into

global consciousness from Yugoslavia, and as

a result of the way that Socialism ‘deleted’ the

brand images of its individual states, there is virtually

no international collective memory of the

existence of Serbia before 1992.

A reputation cannot be constructed: it can only

be earned. Any country that wants to enhance or

improve its international reputation has to ask

itself what it has done, or failed to do, to earn such

a negative or weak reputation in the first place

- and then start acting differently. Serbia urgently

needs to understand that building an international

reputation is far more than presentation,

far more than communication, and infinitely

more than logos and slogans. It is about

Serbia’s very identity, its right to exist, its role

in the community of nations and in the global

marketplace. And once there is clear agreement

on this vision, not just amongst government elites

but also among business and civil society, it

needs to start creating the leadership, the values,

the policies, the investments and above all

the innovations which will prove to the world

that Serbia deserves a better brand image than

the one it has today.

What is the best way to create a country brand

for Serbia? Using famous people or tourist de-

PROPR winter 2007.

stinations, investment opportunities or something

else?

These are not proper alternatives. In Serbia, as

in most countries, there are many bodies, agencies,

ministries, special interest groups, NGOs

and companies all promoting their own version

of the country. But because most of these bodies

are working in isolation, they send out conflicting

and contradictory messages about the country.

As a result, no consistent picture of the country

emerges, and its overall reputation stands

still or moves backwards.

Much more can be achieved if the work of these

stakeholders is coordinated, of consistently

high quality, and harmonised to an overall national

strategy that sets clear goals for the

country’s economy, its society and its political

and cultural relations with other countries.

What Serbia needs today is a clear vision of

where it’s going and how it’s going to get there.

Then it needs to build a climate of innovation

in every sector - in business, politics, education,

government, industry, culture, sport, media

- and start showing the world all the great

new stuff that’s going on in the country, stuff

that proves the kind of country that Serbia is

today, and where it’s heading.

This is down to leadership, and the only important

branding question is this: does the leadership

of the country have the courage, the imagination

and the skills to lead this process?

Globally Recognisable Identity”

rest of the world. In other words, we are now de

facto a new state, in transition, under huge political

and economic pressure. Furthermore, we have

some twenty years of very bad publicity behind

us and, taking into account all those facts, it is highly

difficult to define a unique affirmative position

of Serbia in relation to the rest of the world. Serbia

is plum and plum brandy, kajmak spread, medieval

monasteries, Orthodoxy, sajkaca hat and opanak

footwear, Serbia is Belgrade, Kalemegdan, river

cafes and clubs and partying, Serbia is young, beautiful,

educated and capable people, Serbia is Mt.

Zlatibor and Mt. Tara, Serbia is Exit and Guca...

All that, and something more, is Serbia. All that is

beautiful, good, positive and unique in a way can

redefine us as a state in regard to the current

perception. Anyone who has had the opportunity

to spend some time in Serbia has a unique

impression regardless of the topic, place, time

and profile of people they have met here. Many

are simply “enchanted” by what they have seen or

experienced. Therefore, Serbia as a state relies on

word-of-mouth recommendations and the impressions

of individuals more than it can realistically

define its position and identity itself. Designing an

affirmative identity is a long-term process and does

not happen overnight. The Serbian Government

has recently established the Council for Promotion

of Serbia, whose main task is to define, design and

direct strategically something that is to be called

a “national brand”. The Council is headed by Milka

Forcan, Vice-President of Delta Holding and a

PR expert, which is definitely a good choice. It would

be perfect if the state Council could filter what

is the essential, refined, smooth and overwhelming

truth about us out of all the elements that define

Serbia affirmatively.

Maja Stojanovic, Account Manager,

„Olaf & McAteer“

What does Serbia have to offer?

Serbia - country of smiles, hospitality, good heartedness

and warmth.

Simon Anholt is the world’s

leading authority on managing

and measuring national identity

and reputation. He is a member

of the British Government’s

Public Diplomacy Board, and

has advised the governments

of the Netherlands, Jamaica,

Tanzania, Iceland, Latvia,

Sweden, Botswana, Germany, South Korea, Romania,

Scotland, Croatia, Mongolia, the Baltic Sea Region,

Bhutan, Ecuador, New Zealand, Switzerland and

Slovenia, as well as organisations including the United

Nations, the World Economic Forum and the World

Bank. He is a Parliamentarian of the European Cultural

Parliament and Founding Editor of the quarterly journal,

Place Branding and Public Diplomacy. His books include

Another One Bites The Grass; Brand New Justice (which

deals with the role of brands in economic development),

and Brand America, (which charts the rise and fall

of America’s reputation). He is also a co-author of

Beyond Branding, Heritage and Identity, Destination

Marketing and The Economist’s Brands and Branding.

His latest book is Competitive Identity - The New Brand

Management for Nations, Cities and Regions, published

by Macmillan in November 2006. He is the founder and

publisher of three major global surveys, the Anholt

Nation Brands Index, City Brands Index and State Brands

Index. www.simonanholt.com.

Serbia - country of Novak Djokovic, Ana Ivanovic,

Jelena Jankovic, Vlade Divac... country of volleyball,

water polo, handball, shooting, chess...

Serbia - country of well-preserved nature, 5 national

parks, fresh air, pines and lawns, clear streams

and creeks...

Serbia - country of rich history, home of Nikola Tesla,

Vuk Karadzic, Ivo Andric, Biljana Srbljanovic,

country of unforgettable monasteries...

Serbia - country of gourmet food, wine and brandy...

Serbia - country of investment, young professionals,

development and European integration...

Serbia has been seen as a country with a bad image

throughout history. In order to keep up with the

development of other countries, it began to change

this by opening to the world. This was the starting

point in the process of its development and the only

chance to offer its potential.

High standards in projects related to tourism, culture,

trade and services have to be met for a better

Serbia.

Fresh human resources are required to accomplish

this task. By changing the conventional way of

thinking, Serbia will be on the right track.


Germany

Frankfurt - A Cosmopolitan

City in the Heart of Europe

.

by Ramona Gasteiger

Head of Marketing

A look at the city´s silhouette reveals what most people

already know: Frankfurt am Main exudes cosmopolitan

flair and style. The impressive skyline,

characterised by the unmistakeable Messeturm

and numerous banking skyscrapers, has become

“Mainhattan´s” unofficial city symbol. Today,

Frankfurt is home to the German Stock Exchange,

the European Central Bank, the Deutsche Bundesbank

and over 300 financial institutions from

around the world, making the 1200-year-old trade

and commerce city one of Europe´s foremost finance

centres.

Frankfurt has also become Europe´s largest and

most popular trade show location. Over three million

people travel to Frankfurt every year to visit one

of the over 50 international trade shows and exhibitions

held here. Frankfurt´s international standing

as a centre of business and finance has also increa-

Not far from the Römer one finds St. Paul´s Church, which in 1848 served as the

official meeting place for the first German national assembly. From this time

on, St. Paul´s Church has been known as nothing less than the “birthplace of

German democracy”.

sed greatly over the past few decades. Over 44,000

companies now have representations and branch

offices in Frankfurt, while twenty of Germany´s

Top-100 businesses are headquartered in the Main

metropolis. Moreover, Frankfurt has also become

one of the world´s most important interfaces for the

Internet and telecommunications industries.

But not everything here revolves around money.

Frankfurt, the “home of apple wine”, has in fact managed

to retain much of its charm, serenity and oldtown

flair, especially the time-honoured going-out

district of Sachsenhausen. And as a city of contrasts,

Frankfurt continues to prove to one and all that there

is ample space and opportunity for art and culture

in the trade show and finance city of Frankfurt

am Main.

Accommodating more than three million overnight

visitors from over 180 countries every year,

Frankfurt offers everything expected of a cosmopolitan

city. Historical buildings, a renowned museum

landscape, superb exhibition venues and countless

sightseeing attractions, combined with numerous

cultural highlights, international sporting

events, superb nightlife locations and excellent

shopping opportunities ensure that Frankfurt visitors

will not suffer even a minute of boredom - regardless

of whether they are in town for business

or pleasure.

A City with a Fabled Past

First official mention of Frankfurt am Main has

been traced all the way back to the eighth century.

It was the great emperor Charlemagne who made

mention of Frankfurt in an official document in

the year 794, relating to an important council to be

held in the city. Frankfurt was at this time already a

PROPR winter 2007.


major European city, hosting meetings during which

imperial dignitaries discussed diverse theological,

social and political issues of great import. Several

centuries later, Frederick II granted Frankfurt

the official right to hold trade shows, coinciding with

the establishment of the first bourse.

Frankfurt am Main, with its international character

and cosmopolitan attitude, continues to attract people

from around the globe to its trade shows and exhibitions.

Frankfurt´s optimum geographical location,

the international airport and the excellent railway

and roads networks have all done their part in

supporting Frankfurt´s rise as a business and finance

metropolis.

Highlights of Frankfurt

Frankfurt´s premier landmark is the three-gabled

facade of the time-honoured “Römer”. This beau-

PROPR winter 2007.

tiful patrician´s house has been serving as the town

hall of the City of Frankfurt am Main since 1405 and

is to this day the official seat of the city´s lord mayor.

Trade shows were held in both the town hall´s spacious

“Römerhallen” and on the “Römerberg”, the

large marketplace in front of the Römer, as early

as the Middle Ages. Today, the Römerberg represents

the heart and soul of Frankfurt´s historical old

town, and is perhaps the city´s most popular sightseeing

destination. The Römerhallen are still used

to stage special events of every variety.

Not far from the Römer one finds St. Paul´s Church,

which in 1848 served as the official meeting

place for the first German national assembly.

From this time on, St. Paul´s Church has been

known as nothing less than the “birthplace of

German democracy”.


Croatia

PROPR winter 2007.


Internal communication in practice

Varteks - good communication between management and

employees brings improvements in business

.

by Nikolina Dežmarić Krofak

Head of Corporate Communications

Many European manufacturers and retailers had to

undergo the process of restructuring their business

in order to maintain their positions.

Varteks started creating a new business strategy in

2004. It was the first company in the Varazdin county

to found a Corporate Communications Department.

It followed this with a detailed communication

plan. Restructuring, confidence in management,

motivation enhancement, access to information

and strenghtening communication between

management and employees were the challenges of

this newly founded department. The Corporate Communication

Department took control of the mishandling

of information. It supplied all employees

with real and true information in order to prevent

pressure being put on the management over decisions

that had to be made.

Nikolina Dezmaric Krofak was the founder of the

Corporate Communications Department at Varteks.

With another two members she started the Internal

Communication project, based on several communication

tools. 3600 copies of the “Info” magazine’s

editions have been published. It is entirely made within

the Corporate Communication Department;

texts, graphic design, layout.

It is free of charge and is well accepted by all employees

as a source of true and current information.

Its content covers topics about business results, new

technologies, fashion trends, collections, reports

from the General Assembly, press conferences, production

and other topics of vital importance to the

company and its employees.

After publishing the internal magazine „Info“ , the

Corporate Communications Department created

the internal web site „IN“ as the fastest and most effective

access to internal information. Apart from a

display of documents and news, there is other interesting

content available.

The project „Management open days“, also initiated

by the Corporate Communications Department,

PROPR winter 2007.

Varteks is the leading and largest fashion company. In spite of its tradition and high

quality products, negative trends in production and clothes sales in European markets

have prevailed. These were caused by low quality clothes imported from the Far East.

brings employees closer to the management. That

means that each employee is entitled to ask the Board

of Directors questions, as well as talk to them

about eventual individual problems.

The „Management open days“project proved to be

very effective for it tore down the barrier between

the „untouchable“ Board of Directors and employees.

There are also „Info boxes“available for comments,

suggestions, criticisms and approvals written by

employees. It is worth noting that there have been

more approvals than criticisms collected. Our conclusion

is that the tools of internal communication

have turned out to be very successful sources of information.

The „Info“ magazine also launched a project titled

„The Best Varteks People“, which achieved good results.

Five Varteks employees were nominated by

their colleagues for „The Best Varteks People“. Their

extraordinary work results brought them this flattering

title. Since this kind of recognition was completely

new and unknown, the Corporate Communications

Department said that the participation of

employees in this project was more than satisfactory.

Winners were awarded by the Varteks CEO. It

was an injection of motivation to all participants.

For three years running, the Corporate Communications

Department has been using these tools of

internal communication, and they have been well

accepted by the readers. Before this magazine began

to be published, employees had been ill-motivated

and distrustful. Nowadays, when they are

entitled to speak out about their views and opinions,

their active participation in the creation of the

magazine has been highly noticed. Positive

changes in attitude

and mutual trust

have also been noticed

within other

departments’ communication.

In

the long run, we

plan to carry out

certain projects

in order to upgrade

basic com

m u n i c a t i -

ons.


y Jorg Kramer

PressWatch GmbH, CEO

.

Hamburg, Germany

germany

Germany: One third of the day belongs to

– in future as well? If yes, to which ones?

According to the survey, German people spend two

and a half hours a day in front of the television, almost

two hours listening to the radio, 45 minutes

for private use of the PC and half an hour is reserved

respectively for newspapers, daily papers and

surfing the Internet for private purposes. Two or

even three different forms of media are often used

at the same time – the radio is often on while someone

is reading and television is often watched while

surfing the Internet. In addition around 57% of the

households questioned have a subscription for at least

one daily paper, 60% regularly buy a weekly magazine,

55% have a television and 67% have one or

more PCs.

With German households so well equipped with all

the basic instruments and such intensive use of the

media it could be assumed that all forms of media

now coexist amicably and that the future of print,

online, TV and radio is guaranteed. This was the

case until today.

Status quo - Use of media in Germany

With regard to the sales of newspapers, Germany,

with sales of 22 million editions a day, ranks 5th in

the world - following China (97 m), India (79 m),

Japan (70 m) and the USA (53 m) – in Europe it takes

first place. Around 47.5 million men and women

in Germany read a daily paper regularly. That

is about three quarters of the total German population

over the age of14.

Whereby “Bild“, which sells about four million papers,

has the biggest circulation of all German newpapers

sold on the street. Although their circulation

is lower, the big national dailies such as the “Frankfurter

Allgemeine Zeitung“, “Die Welt“ the „Süd-

On average a German person spends a total of 8 hours and 36 minutes with media on

a normal weekday. This was the conclusion reached by the representative population

focus survey Communication Networks (CN) 11.0 after conducting almost 25,000

interviews.

deutsche Zeitung“, the „Frankfurter Rundschau“

and the „Handelsblatt“ have great influence on the

formation of opinion. The news magazines „Der

Spiegel“ , „Focus“ and the weekly “Die Zeit” are other

examples of important opinion makers. The

spectrum of printed media is rounded off by the

Sunday papers such as „Bild am Sonntag“, „Welt am

Sonntag” and the „Frankfurter Allgemeine Sonntagszeitung“.

The German magazine sector is also very diversified:

almost 10,000 titles are on offer including all

specialist periodicals. With 3,450 different titles,

the sector of specialist periodicals is the strongest,

general magazines follow with a selection of 1,800

different titles. In addition to the news magazines,

the category of TV magazines, current affairs glossies

such as “Stern” and “Bunte” and womens’ magazines

are of particular importance with their high

circulations. Special interest titles, confessional

papers and more than 2,300 customer magazines

and advertising journals as well as publications

from organisations and associations round off

the offer. The magazine with the highest circulation

figures in Germany, the country of cars, is the

“ADAC Motorwelt” with its circulation of approximately

13 million. This enormous choice means that

everybody can find “his/her” own magazine. Or so

one would think.

Use of media on the brink of upheaval

However, the German media landscape is extremely

volatile. The use of the media is undergoing radical

change and is becoming ever more dependent

on age. The advance of digitalisation, for example,

influences the readers of daily newspapers. It is

now possible for a reader to access the latest artic-

les from the Internet whenever he/she likes and to

access selectively those that suite his/her interests

best. In addition he/she has the opportunity of participating

actively, the reason why 3.8 million users

participate in weblogs.

The younger the media user, the stronger the demand

for personalised, inter-active information

seems to be, information that can be accessed easily

from home. According to a survey carried out by

Mercer Management Consulting and the HypoVereinsbank,

German society can be divided into four

generations: an online generation (younger that 19

years of age), a PC generation (20-29 years of age),

a TV generation (30-49 years of age) and a print generation

(over 50 years of age). Around 91% of the

print generation read newspapers while this figure

is only 20% for “onliners”. This indicates quite clearly

where the buyers of print titles come from and,

more to the point, it also indicates that the markets

of the future are obviously to be found elsewhere.

At all events the challenge this poses to newspapers

is a very real one. German youngsters between

12 and 19 years of age were asked which media they

would least like to forgo. The answer: they would

most especially not like to do without the computer,

the Internet or the television. All the same five percent

said they would not like to do without the radio

or books. Only three percent or rather two percent

of those questioned said the same for newspapers

and magazines.

Alfred Neven DuMont, a German publisher and

chairman of the supervisory board of the M. Du-

Mont Schauberg Group, which publishes the Frankfurter

Rundschau, summarises this trend as fo-

0 PROPR winter 2007.


the media

llows: “The printed word has an enemy – and that

is the young person.”

The obvious solution for the publishing houses is

to offer editorial contents online as well. The board

of the Springer Group, for example, has recognised

that “the future of the newspaper is digital” and has

set up a central “Newsroom” in Berlin, where the

Welt, Welt am Sonntag and the Berlin Morgenpost

are produced together with their respective online

editions. “Online first”, is the motto at Springer: articles

are no longer reserved for the next day’s print

version, but are published as soon as they are ready.

There are around 400 journalists working in shifts

from 6:00 a.m. to 11:30 p.m. to achieve this. Their

texts and other services are made available to readers

and users via four distribution channels: online,

print, mobile and IPTV.

Already the number of readers of print versions

is smaller than that of online service users for some

newspapers. 1.2 million people read the British

newspaper the Guardian, but 12.7 million people read

its online edition – more than ten times as many.

7.5 million of these live in the United States making

the online Guardian the most read British newspaper

in America!

So are those Internet friends right when they warn:

“Stick with ink and sink” ? However, even today it is

possible to operate a newspaper successfully. Newspaper

publishers just have to make use of the new

medium Internet as well, because it is quicker, more

flexible and lends itself to experimenting. Major

TV broadcasters in Germany are also jumping onto

the Internet bandwagon. One example is the publicly

owned German broadcasting company ZDF. It is

now possible to watch ZDF programmes that have

been missed on Internet in a so-called media centre.

Specially produced news can be viewed and backstage

impressions or additional material to TV programmes

are also available. Here too, the concept

“online first” is growing in importance – a ZDF crime

series, for example, is offered in full length in the

media centre a day before it is broadcast on television.

Many articles and programmes can be filtered

and accessed according to topic and date. All added

value that the major broadcasting companies make

available to their viewers via the Internet.

Changes in the media landscape and the use of media

have consequences for associated commercial

branches such as the PR branch and media monitoring.

These must respond to trends and incorporate

them into their services if they are to operate efficiently

and in line with their target groups.

PR and media monitoring must keep pace with

these developments

On average 20 percent of the PR budget in German

companies is spent inefficiently. This was revea-

PROPR winter 2007.

led in a survey, which was carried out for the “PR-

Trend Monitor”, and in which more than 1,000 executives

and leading specialists were asked to answer

questions about themselves and their companies.

The reasons are many-sided: on the one hand PR

budgets suffer from historically based activities and

communication ideas of the management.

On the other hand press offices and PR agencies are

tapping around in the dark; they often do not even

know who reads their top media. They do not know

which PR activities lead to high-quality media resonance.

And there are only few people responsible

for PR that can actually tell you what corporate

benefit is achieved from the press relations. Those

who do not keep the latest trends in media use in

mind and do not make consistent use of the such information

channels as online media and blogs can

very quickly pass by their target group. The latest

media surveys provide tips for structuring PR work,

but intelligent media monitoring can also become

an important interface and help to provide proof of

return on investment.

Individual solutions using specific media programs,

consistent evaluation of the results of press relations

using an analysis team specialised in the branch

are methods for ensuring objective data about the

results of you PR work for the company. Applying

these consistently and internationally means that

the markets can learn from each other and can be

compared with each other. The data and facts needed

here can be provided by media monitoring services

that know their job and the customer’s brand,

that keep pace with the media and the speed of publications

and that offer tailor-made services. Media

monitoring and analysis can thus become an important

component in the chain “PR-Media-Media

users-Media monitoring/analysis-Modified PR

approaches” and can lend support for the changes

that are taking in media use.

1


.

by Gracia Krainer

Head of PR department

Croatia

In September 2007, the prestigious international sailing

regatta ACI Match Race Cup took place in Split.

The Organising Authority (OA) was YACHT CLUB

CROATIA - OPATIJA (YCC) and ADRIATIC CROA-

TIA INTERNATIONAL CLUB d. d. OPATIJA (ACI)

This was the 21st staging of the ACI Match Race

Cup organised in locations along the Adriatic coast,

from Umag to Dubrovnik. Throughout the ye-

ars it has promoted Croatian nautical tourism, the

beauty of the Croatian coast and the ACI as a chain

of marinas.

The ACI Match Race Cup is one of the world’s

10 best regattas of its kind. Participation in these

events is exclusive to the world’s top-ranked professional

skippers.

As in previous years, the ACI Match Race Cup boasted

a competitive field of the world’s best match

racing skippers, trophy winners and old friends of

the regatta. The Italian crew led by Paolo Cian claimed

victory at the 21st ACI Match Race Cup, but it

was a drawn out battle between the young Australian

Torvar Mirsky and the experienced Italian until

the end.

There was close competition for third place between

the two French sailors Philippe Presti and Damien

Iehl. In the first race Damien Iehl sailed better than

his countryman. In the next, Presti levelled the score.

Finally, in the third and decisive match, Presti

came away with flying colours....

Dario Kilba of the Croatian crew represented his country

at the ACI Match Race Cup for the third time.

The event in Sustipan was attended by many guests,

organisers, sponsors and spectators who have

done a great job in promoting Croatia and match

race sailing worldwide. The 21st staging of this

ACI Match Race Cup event is a recognition of the

efforts of the organisers and an expression of gratitude

to sponsors.

2 PROPR winter 2007.


PROPR winter 2007.

International sailing regatta

ACI Match Race Cup

3


.

by Zlatan Jaganjac

Croatia

Ruzicka’s house is situated in Vukovar, a city that

was completely wrecked during the war in Croatia

in the early nineties. Ruzicka’s house, one of

the most beautiful historic buildings in Vukovar,

was struck by the same fate. The House Ruzicka

Foundation, a non-profit association, had to raise

4,000,000 kuna, the amount necessary for complete

renovation. In order to introduce the public and

potential donors to this project they needed the services

of an agency specialised in public relations.

Apriori Communications, one of the leading public

relations agencies in Croatia, joined this project

and created the complete communication strategy

towards the general public, potential donors, political

circles and the media. I was appointed project

leader, a privilege of great importance to me.

I knew from the very beginning that the path to the

final realisation was going to be long and bumpy.

However, I felt deeply that the significant value of

Ruzicka’s House

This is the story of the rebuilding, reconstruction and renovation of the house of

Lavoslav Ruzicka, the first Croatian Nobel Prize laureate. The project was initiated

by a group of businessmen, mostly from civil engineering. They formed the House

Ruzicka Foundation in order to restore an important piece of Croatian history.

this project would contribute to the City of Vukovar,

Croatia, the House Ruzicka Foundation, the donors,

Apriori Communications and my own career. Money

could not buy this project. It needed one’s unselfish

hard work and extraordinary dedication.

In order to maintain both public interest and the interest

of the potential donors to this project, we had

to fight for its continuous presence in the Croatian

media scene.

The Croatian Academy of Sciences and Arts supported

this project right from the start. The House Ruzicka

Foundation had its first session, and the very

first donor contract was signed in their rooms. It had

a good response in the media, and first contacts with

potential donors scored a triumph.We published a

special brochure with details of the project: Foundation

members, project outlines and costs.

There was also an invitation to join us in this project

, and the official website was launched:

www.fundacijaruzickinakuca.hr . They have both

been used as essential sources of details in creating

a communication strategy during the entire renovation

process. The project was introduced on October

16, 2004, and the handing over to the City of Vukovar

ceremony took place on September 13, 2007.

For three years running we visited the place more

than ten times. In order to inform the public of

new donations and the stages of renovation, we kept

announcing directly from the spot. There were about

15 press conferences held and about 20 press releases

sent out. The Croatian President himself gave

us a warm reception in his office. His decision to take

over the sponsorship of this project certainly added

a new dimension to its value.

After the President, the Croatian Ministry of Culture

and the Croatian Ministry of Education, Science

and Sport joined us with their support. Over the

last three years, the agency has communicated wi-

PROPR winter 2007.


th about five hundred economy subjects, and 90 of

them gave their support and became official donors

within this project. About 1,500,000 kuna was raised

through soliciting tenders and invite applications

for donations. The Ruzicka House Foundation,

with the support of many donors, collected the

amount of 4,000,000 kuna and gave Lavoslav’s house

back to the City of Vukovar on the 120th anniversary

of his birth.

Apriori Communications, apart from the basic PR

activities, also created a print ad and radio commercial

that have been published in about 30 different

press and electronic media throughout the country.

Three brochures have been published altogether.

The last one was distributed on the day of the final

ceremony in one of the Croatian national daily papers.

The website has been continuously updated.

For the final ceremony we made large banners with

logos of all the donors, one with a logo of the House

PROPR winter 2007.

Ruzicka Foundation and, also, a Visitors book where

all guests could give their impressions.

The handing over ceremony was held in the house,

in the presence of more than 300 guests and about

30 media representatives. All those present could

attend an exhibition of photographs taken during

the renovation. This was organised in co-operation

between our agency and the Museum of Vukovar.

The ceremony ended in the evening with a performance

by the Zagreb Philharmonic Orchestra in

the Church of St. Filip and Jakov.

This project, from a PR point of view, was both

very challenging and comprehensive at the same time,

but thanks to PR and marketing activities carried

out along the way, it acquired publicity worth

6,000,000 kuna, ensured another 4,000,000 kuna

for the realisation of the project and introduced

the public to a Croatian historic and cultural inheritance.


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