Hardcopy 2010 March UK by Egmont

- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - MusicNorway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom March The year rev -ew mpress ve results 2009 Swed sh - Developing magaz ne - E-Books publ- Effectshers merge Fresh- Finances start for Norway s - Growth line - Bulgaria - Challenges 2010 - Change - Changes - Children - China n - Colleagues Comics - Competences - Computer - Cost reduction -n CroatiaCzech - Degree - Denmark - Digital EnglandE-Reader - Expectations - Finland - Games - Germany - Giving Hungary - Important - Innovation - Initiativesne - iPad -publ iPhone- Magazine - Market -onl Marketplace- Movies - Music- Norway - Online - Organisational - Passion - Platforms - Playstation - Poland -um Possibilities - Print run -The Productsd - Project - Publishing - Queue - Recession - Roles largest magaz sher - Manager Sumo ne Mergers n Norway Banner year change for - People c nemas The M llenn story g tal h ghway - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children of e- Comics books Happy paves for growth Ch- E-Books na - EffectWhen s s- Expectations str kes w thout v s -b l ty- Important Go- Innovation ng d- Initiatives g tal- iPad - iPhoneChina - Colleagues - Competences - Computer Goat - Cost reduction - Croatia- way Czech - Degree - Denmark - Developing n - Digital England-cr E-Reader - FinancesNo - Finlandmpact - Games - Germany - Giving - Growth Hungary Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria Challenges - Change - Changes - Children - China - Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia Sales - Sold - Strategy - Strong - Success - Sweden - Thailand - Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - Blockbuster - Books- Bottom line - Bulgaria - Challenges - Change - Changes - Children - China Colleagues - Comics - Competences - Computer - Cost reduction - Croatia- Czech - Degree - Denmark - Developing - Digital - E-Books - Effect- England- E-Reader - Expectations - Finances - Finland - Games - Germany - Giving - Growth - Hungary - Important - Innovation - Initiatives - iPad - iPhone- Magazine - Manager - Market - Marketplace- Mergers - Movies - Music- Norway - Online - Organisational change - People - Passion - Platforms - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Queue - Recession - Roles - Russia - Sales - Sold - Strategy - Strong - Success - Sweden - Thailand Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction Tickets - Titles - Together - Together - Turkey - Ukraine - USA - Video on Demand - Web - Websites ¬- Year- Ambitions - Area - Audience - Australia - B m line - B m -C m m -C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Musicm -D B R m -G m w -H m Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA N w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A -V Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital m m line - B m -C m m m -D E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion E B R m -G m w -H m w -O Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A-V m Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations A m line - B m -C m m m -D B R Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms m -G m w -H m w -O m - Playstation - Poland - Possibilities - Print run Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom w A-V m m line - B Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth m -C m m m -D B R m -G m w Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles H m w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q -R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children w A-V m m line - B China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhoneC m -C m m m -D B R m -G m w -H m Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden M w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer T A-V m m line - B m -C m m Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers C m -D B R m -G m w -H m Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey M w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w -U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark A-V m m line - B m -C m m m Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change D B R m -G m w -H m w -O People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A-V m Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader Y m line - B m -C m m m -D B R Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms E m -G m w -H m w -O m - Playstation - Poland Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia w A-V m Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games B m line - B m -C m m m -D B R m Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms G m w -H m w -O m - Playstation - Poland - Possibilities - Print run - Products - Project Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria w A-V m m line - B Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary C m -C m m m -D B R m -G m w -H Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia m w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China w A-V m m line - B Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine C m -C m m m -D B R m -G m w -H m -M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction T A-V m m line - B m -C m m -C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Musicm -D B R m -G m w -H m Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA N w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A -V Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital m m line - B m -C m m m -D E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion E B R m -G m w -H m w -O Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A-V m Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations A m line - B m -C m m m -D B R Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms m -G m w -H m w -O m - Playstation - Poland - Possibilities - Print run Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom w A-V m m line - B Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth m -C m m m -D B R m -G m w Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles H m w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q -R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children w A-V m m line - B China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhoneC m -C m m m -D B R m -G m w -H m Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden M w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer T A-V m m line - B m -C m m Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers C m -D B R m -G m w -H m Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey M w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w -U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark A-V m m line - B m -C m m m Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change D B R m -G m w -H m w -O People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A-V m Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader Y m line - B m -C m m m -D B R Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms E m -G m w -H m w -O m - Playstation - Poland Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - - Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Booksw A-V m Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving B m line - B m -C m m m -D B R m -G m Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue G w -H m w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change R w A-V m m line - B Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation C m -C m m m -D B R m -G m w -H m Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics w A-V m m line - B m Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market C m m m -D B R m -G m w -H m Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles M w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech T A-V m m line - B m -C m m -D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online m -D B R m -G m w -H m w -O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A-V Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books D m m line - B m -C m m m -D B Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms E R m -G m w -H m w -O m Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area w A-V m Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances A m line - B m -C m m m -D B R Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms m -G m w -H m w -O m - Playstation - Poland - Possibilities - Print run - Products Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom w A-V m m line Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary B m -C m m m -D B R m -G m w -H Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia m w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China w A-V m m line - B Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine C m -C m m m -D B R m -G m w -H m -M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction T A-V m m line - B m -C m m -C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Musicm -D B R m -G m w -H m Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA N w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A -V Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital m m line - B m -C m m m -D E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion E B R m -G m w -H m w -O Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w A-V m Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations A m line - B m -C m m m -D B R Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms m -G m w -H m w -O m - Playstation - Poland - Possibilities - Print run Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom w A-V m m line - B Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth m -C m m m -D B R m -G m w Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles H m w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q -R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children w A-V m m line - B China - C Colleagues - C Comics Competences -C Computer -C Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhoneC m -C m m m -D B R m -G m w -H m Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden M w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w Thailand - T Tickets - T Titles - T Together - T Together - T Turkey - U Ukraine - U USA Video on D Demand -W Web - W Websites ¬ ¬- Y Year- Am Ambitions - A Area - A Audience - A Australia - B Blockbuster - B Books- B Bottom Bulgaria - C Challenges - C Change - C Changes - C Children - C China - C Colleagues - C Comics Competences -C Computer T A-V m m line - B m -C m m Cost reduction - C Croatia- C Czech - D Degree - D Denmark Developing - D Digital - E E-Books -E Effect- E England- E E-Reader -E Expectations - Finances - Finland - G Games Germany -G Giving - G Growth Hungary - Important - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers C m -D B R m -G m w -H m Movies - M Music- N Norway Online - O Organisational change - People - Passion - Platforms Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden -T Thailand - T Tickets - T Titles - T Together - T Together - T Turkey M w -O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q w

A year of

transition

Contents 3

Editorial

Impressive results in 2009 Egmont’s President & CEO describes 2009 as a difficult year. Read his perspective on last year’s successes.

The year in review: Egmont Magazines Hardcopy reports on divisional status, expectations and highlights.

Swedish magazine publishers merge In Sweden, Hjemmet Mortensen and Egmont Tidskrifter came under joint management and were amalgamated as Egmont Tidskrifter. The new identity opened up new opportunities.

Fresh start for Norway’s largest magazine publisher A major change project gave the employees of Norwegian publisher Hjemmet Mortensen new roles.

The year in review: TV 2 Group Hardcopy reports on the company’s status, expectations and highlights.

Sumo online in Norway Web-streaming has become a thriving business in Norway. TV 2 Sumo employs 18 people and generates multi-million revenue.

The year in review: Egmont Nordisk Film Hardcopy reports on divisional status, expectations and highlights.

Record year for Cinemas Most of Egmont’s companies have been affected by a drop in consumer spending. Cinemas, however, are reporting capacity audiences.

The Millennium story A chance phone call marked the start of Nordisk Film’s involvement in Stieg Larsson’s Millennium trilogy.

The year in review: Cappelen Damm and Lindhardt og Ringhof Hardcopy reports on the status and expectations in the book industry and describes company highlights.

The digital highway of e-books Lindhardt og Ringhof wants to sell books. But getting booklovers to buy the digital versions of the books is proving difficult.

The year in review: Egmont Kids Media Hardcopy reports on divisional status, expectations and highlights

Happy Goat paves way for growth in China Egmont has enjoyed its best year to date in China. One of the reasons is the Happy Goat magazine, which sells over 100,000 copies every month.

When crisis strikes Laying off employees is never an enviable task for a company. The managing director of the Norwegian magazine publisher Serieforlaget describes how she handled the challenge.

No impact without visibility Egmont donates a portion of its profit to charitable activities. Read about the philosophy underlying the donations and the most important projects in 2009.

Going digital Meet the three new digital media managers, Christian Folden Lund, Cato Broberg and Jørgen Nilsson.

Dear colleague A review of the past 12 months shows, that throughout the group, 2009 has been a challenging year with major internal innovation projects. When the Hardcopy editorial team set about picking stories for the ‘Year in review’ series, we soon realised that across most divisions, the focus had been on optimising and streamlining their core business, as well as developing new initiatives to accommodate the new media picture, which many still find unclear. The stories show that our businesses operate under very different market conditions and business models. Some companies operate in markets likely to realise double-digit growth rates, while others are more than satisfied simply to have maintained their market shares. In this issue of Hardcopy, we take a look at the financial year that has just closed. You can read an interview with President & CEO Steffen Kragh, about how the Egmont Group has performed in 2009. You can see the actual figures on Insight, where you can also give us your opinion on how you think 2009 went. In Hardcopy, you can also see divisional status reports from the relevant corporate vice presidents, as well as reports from the managing directors of Lindhardt og Ringhof and Cappelen Damm. Finally, you can read about how the management team of Serieforlaget in Norway are fighting to turn the boat, and how Hjemmet Mortensen gave Norway’s largest magazine publisher a fresh start. There are also articles about the happy goat in China, which has paved the way for a major growth, and about Egmont Croatia, which has driven up sales by working with daily newspapers. In conclusion, we offer some examples of how Egmont’s funds have been used for charitable projects. This is just a small teaser of the articles in this issue of Hardcopy – a peek at the comprehensive world of Egmont, wrapping up an intensely challenging and fascinating year. Happy reading!

Mika Bildsøe Lassen, Vice President, Corporate Communications

Colophon

Steffen Kragh, Koncernchef

editor Jan Sturm sturm@egmont.com

co-ordinator Susanne E. Olrik olrik@egmont.com

editor responsible under Danish press law Mika Bildsøe Lassen mbl@egmont.com

Layout Pia Klinkby klinkby@egmont.com Printing Rosendahls Bogtrykkeri A/S

Photo Steen Brogaard SXC Egil Nordlien Bjørn Inge Karlsen Martin Stampe Thomas Fredberg Agnete Schlichtkrull Henrik Bülow Steen Evald

Niels Henrik Dam/1st shot Martin Willners Krister Hansson Bo Nymann Linda Alfvegren Martin Dam Kristensen Bjørn Bertheussen Jens Juncker Jensen

Corporate Communications Vognmagergade 11 1148 Copenhagen K Denmark Telephone +45 33 30 55 50

Impressive

Rapid cost adjustment and strong media products. According to President & CEO Steffen Kragh, this is why Egmont achieved a solid profit in 2009, despite the impact of the financial crisis on the media industry. By Mikkel Løndahl

o one ever doubted that 2009 would be a difficult year. The financial crisis was rocking the base of global economy, with an inescapable aftershock. Exchange rates and advertising markets were particularly hard hit. And media consumers were more hesitant to put DVDs, magazines, books and CDs in their shopping baskets. For this reason, Egmont and most of the corporation opened the year with farreaching profitability programmes. These were intended to prepare the group for a difficult year, but also to increase the long term profitability, in order for Egmont to be able to invest further in its numerous media platforms. And the initiative paid off! “We have managed to adapt to the recession swiftly, and still maintain a promising development in our media products. In spite of a large descend in advertising income in 2009, particularly for our magazines and TV 2 Norway; we emerged from the year with an impressive result, of which we can all be proud. Not only have Egmont’s companies and employees shown great flexibility, but we have simultaneously managed to create strong products and sales campaigns. So, in spite of decreasing income, we made more money than in 2008,” explains Steffen

Kragh, Egmont’s President & CEO. Prepared for development He points out that the positive development in such a difficult year, puts Egmont in a good position to operate in a troubled media market. “We increased the profitability in 2009; we adapted the organisation and introduced efficiency processes. We also brought down our debts significantly, and we hold many strong media positions in 30 countries. This gives us the resources to invest in digital development, new media platforms and in development of new products. However, I believe 2010 will also prove challenging to the media industry, and we will consequently continue our focus on increasing efficiency,” says Steffen Kragh. Success stories from 2009 He is pleased by numerous successes in our core business in 2009. For example, that the following business areas – Kids Media, Magazines, Nordisk Film, Books and TV2, all made an operational profit. In other areas, Steffen Kragh mentions that Nordisk Film Biografer had the best year ever, with 6.2 million sold tickets, and that Denmark’s largest film site, kino.dk,

•

logged more than 390,000 monthly users. He also mentions China and Turkey. In China Egmont beat all records in growth and results. In Turkey, Egmont’s successful bestsellers generated a phenomenal result. Steffen Kragh also points out successes in the Magazine division and in TV 2. The Magazine division generated strong results, despite a massive drop in advertising. A growth of 72% strengthened TV 2’s market position on the internet, by way of TV2.no. RiksTV, which is co-owned by TV 2, once again achieved high growth rates, rising from 320,000 to 450,000 subscribers. Last but not least he mentions that investments in digital learning media will make Alinea, already a leading publisher of traditional educational materials, Denmark’s largest provider of digital learning materials for schools. And Norway’s largest book publisher, Cappelen Damm, improved its performance in all business areas in 2009. EUR 600,000 for charity Steffen Kragh points out that 2009 should also be remembered for Egmont’s continuous contributions to charitable causes. “We can allow ourselves a recess to enjoy, and take pride in, having supported

ve result

in 2009 many worthwhile projects. In 2009, Egmont donated EUR 600,000 to social and cultural projects focusing on disadvantaged children and adolescents.” As example of important donations in

We can allow ourselves a recess to enjoy, and take pride in, having supported many worthwhile projects. 2009, he mentions a Norwegian research project, on how grief and loss impacts children and youngsters. The coming digital youth counselling portal, ‘Tværs’, to be run in association with Danmarks Radio, and a school project at Dannerhuset in Copenhagen for violence victimised children, are other examples.

“We have the resources to invest in digital development, new media platforms and in development of new products. However, I believe 2010 will also prove challenging to the media industry,” says Steffen Kragh, Egmont’s President & CEO

Determination Throughout the organisation, Steffen Kragh has met understanding for the need of continuous unwavering decision-making, necessary to remain a sound and strong media corporation. “I am extremely happy to see this continuous drive, particularly considering the past year’s unavoidable farewell to many fine colleagues. I would like to thank each one for their commitment,” says Steffen Kragh. ▀

eview r n i r a e y e h T

Egmont Magazines Hjemmet Mortensen’s culture week

During Hjemmet Mortensen’s culture week all employees were invited to an optional event with entertainment and inspiring presentations. Afterwards, all departments held workshops on values and other topics.

Kjeld F. Lucas Executive Vice President

Which key words would describe 2009? For the Magazines division, 2009 was a year of declining advertising markets, transformation processes, organisational adjustments and cost-saving programmes. But it was also a year of great enthusiasm and resourcefulness among our employees, enabling us to come up with strong products and good results. What was satisfactory in 2009? It was wonderful to see how well our strong brands perform, despite challenging market conditions, and that we managed to maintain our market positions. Which were the highlights of 2009? Our employees have been very flexible, and having accomplished the ambitious plans laid in 2008, to implement the new “Hjemmet Mortensen” in Norway, and to merge our Swedish magazine companies, as scheduled in 2009, our results actually exceeded expectations.

Hendes Verden supports a good cause

In connection with the campaign launched by Save the Children Denmark against infant mortality in Africa – ‘Give a hat and save a child’ – the Danish women’s weekly Hendes Verden invited readers to knit baby hats for the organization. Pictured here are crafts and fashion editor Inga Walløe Pantzar (left) and layouter Marianne Birch-Rasmussen (right).

What was your greatest challenge? The biggest challenge was undoubtedly the huge drop in advertising income. However, a positive surprise in that connection was our impressive ability to compensate for the lower income; consequently, some areas have in fact performed better than in 2008. What changes do you expect in 2010? In 2010 we expect to have reached the bottom of the advertising market, but it will take some time to regain former levels. In 2009 we created a strong foundation for future divisional growth. 2010 will be a year of focus on strengthening our brands and market positions, on printed as well as digital media platforms. Which digital initiatives do you expect the most of in 2010? We have launched many interesting initiatives, and it is no secret that it has brought financial strain on us. I expect us to create new, sustainable income channels in this area in 2010, efforts that are already well in progress, and furthermore, that digital platforms will become an integrated element in our brands.

Kudos to Vi Menn journalist

During the Nordic Media Days in Bergen in May 2009, Ole Olsen from men’s magazine Vi Menn received an award for his article about alcoholism. The article was described as demonstrating good journalistic craftsmanship – exactly the type of critical journalism for which Vi Menn is known.

Sustainable fashion magazine

Sustainability, the environment and the climate have been the hottest topics of conversation in 2009 – also in the magazine world. In April the Danish publication Eurowoman launched a ‘Green Issue’ focusing on sustainability and fashion.

ALT for damerne’s women’s run

Thousands of women runners were raring to go for the 10-kilometre annual run organized by ALT for damerne in Copenhagen.

V75 Guiden

In 2009 V75 Guiden succeeded in turning red figures black. The horse racing magazine emerged stronger from the crisis, and now commands a robust position in the Swedish market.

The closing of Hennes

Launching Nära

The market for large, broad-based weeklies is in recession while niche magazines are growing. Spurred by this trend, Egmont Tidskrifter in Sweden launched the speciality magazine Nära for readers interested in the supernatural, life after death and spiritual matters.

After several loss-making years, Egmont decided to stop publishing the women’s weekly Hennes. The decision also marked the start of a series of organizational adjustments in Sweden.

Swedish magazine

publishers merg

Mats Lagerholm, Sales Director studies next weeks magazines together with editor-in-chief Ulla Carle.

erge

Egmont’s Swedish magazine publishers, Hjemmet Mortensen and Egmont Tidskrifter, were merged and became joint management in 2009 under the maneEgmont Tidskrifter. The year has brought staff reductions and organisational restructuring ending in the form of two growth centres in Stockholm and Malmoe. By Jan Sturm

n November last year, 200 employees from “Egmont Tidskrifter” got together for a day of celebration in Stockholm. To most of them, this was the first meeting with their new colleagues. Speakers, workshops and social activities helped familiarise everyone with the “new”, merged company, materialised when Egmont took full ownership of the Norwegian magazine publisher “Hjemmet Mortensen”. Egmont has published magazines in Sweden since 1921, and Malmoe has always been the base of the Swedish magazine operations. The symbolism in the editorial office on Malmoe’s Skeppsgatan is unmistakeable: well-known Danish street signs decorate the corridors, and the 16 km long Oresund Bridge connecting Sweden with Denmark, can be seen from the panorama windows. In the Swedish capital of Stockholm, 640 km away, are the Swedish colleagues who originally worked for the Norwegianowned Hjemmet Mortensen. They work from the fifth floor of a typical office building, where a mix of old and new logos signal that the premises once housed another company with another name and identity. In January, the two companies were merged to become Egmont Tidskrifter, headquartered in Stockholm but with a centre of competence established in

Malmoe, from where “Hemmets Journal” is published. For years, it has ranked as Sweden’s major weekly magazine. New opportunities “Our Norwegian name was virtually unknown in Sweden. So we are happy to have Egmont, with its size and history, as a facilitator for new business activities. We have already met with our Nordisk Film colleagues to investigate various ways of co operations. As an example, we pre launched a Nordisk Film production last autumn. This strengthened the relationship with our advertisers – and the event was fruitful for both Nordisk Film and Egmont Tidskrifter,” explains Per Kjellander. He was the managing director of the old Hjemmet Mortensen, and has kept his position in the merged company. Another area in which the merger has paid a bonus is on printing costs. Before the merger, the two companies were different businesses, and the remarkable increase in volume is a strong negotiating card with the printing companies. Great savings have already been made after just one year. “We were two different companies. In Stockholm we’re used to producing speciality magazines with low circulations and small editorial teams that face fierce competition every day. For years, the company had succeeded in publishing “Hemmets Journal”, Sweden’s largest

weekly in Malmoe, persistently hitting its target group with good, editorial articles. Transferring the administrative functions and other publications to Stockholm, allowed the Malmoe publisher to maintain its focus on that success.” Don’t forget the culture Annette Nilsson, Office Manager in Malmoe, sees the merge of the two companies as positive, and points out that the main challenge is cultural background: “From our Malmoe base we have longstanding Egmont traditions and a magazine that everyone knows. We also come from a city and background that emphasises creating an atmosphere where everyone knows one another,” Annette explains. Many companies have a Christmas party in December. But in Malmoe, we have extended the concept to include a Christmas tree event for relatives and

children. This gives you a special relation to your colleagues, also after hours. “But the main advantage of the merger is that we now have a completely different platform to work from– regarding advertising, of course, but also in terms of IT,” explains Annette Nilsson, who is backed up by her colleague in Stockholm, Mats Lagerholm, Sales Director: “Egmont has enjoyed good relationships and a fantastic reputation with media agencies. Before the merger we were merely niche publications – but the addition of several broad titles, spearheaded by Hemmets Journal, gives us the opportunity to put together a wider range of customised advertising packages for our customers.” Mats Lagerholm came to Egmont from the major Swedish daily Expressen. He joined a company that published well-known titles, but whose own name was anonymous. “The former Hjemmet

Mortensen that I started working for in 2007, was a publisher whose magazines, or most of them, were known to everyone – but the company itself was unknown. This has changed. The Egmont name is far stronger, and has a positive image in the industry.” Values that unite During 2010 Egmont Tidskrifter plans to launch an internal transformation process intended to interpret and develop Egmont’s three core values: ‘rummelig’, passion and ambition. These values, which are new to a large group of employees, will form the cornerstones of the new company. As described by Annette: “the main difference is probably that Malmoe has been close to Egmont and the head office in Copenhagen for many years. That is probably why there is a special Egmont spirit here that has yet to take hold in Stockholm.” ▀

From the competence centre in Malmoe, Office Manager Anette Nilsson is in charge of the daily challenges. The colleague Håkan Ström is editor-in-chief and responsible for Sweden’s largest weekly, Hemmets Journal.

One company - Two types of magazine Hemmets Journal

– a magazine with broad appeal and stories for every taste Hemmets Journal is Egmont’s Swedish flagship. Focusing on ordinary people and everyday stories with happy endings, the magazine appeals to a broad target group of readers, who have already bought their first home and car. Although the magazine is Sweden’s largest, the editorial team has still managed to cultivate a family feeling in the Malmoe office, where everyone knows everybody. And there might be a special reason for that. Håkan Ström describes his first meeting with his new colleagues as a newly appointed editor-in-chief. “I’ll never forget my first day at the Egmont office in Malmoe. When I was hired, I thought I was going to meet the management group. But instead I was given the grand tour and introduced to all the staff and spoke to each and every one of them. I may only have chatted with each individual for three to five minutes, but I probably spoke to about 40 people that day. That gave me a wonderful sense of belonging.” “I am the editor-in-chief of a magazine, about which everyone has an opinion. Whenever I meet family and friends, someone has always read one of the articles, or has a comment on the magazine. It gives me a special sense of pride and a wonderful feeling to know that what we do every day is read by so many,” says Håkan Ström. He and his 40 colleagues are engaged in the quest for everyday happy-end stories, looking for persons with a special story to tell or an interesting faith. The magazine has been based in Malmoe for many years.

Husvagn & Camping – a speciality magazine with a narrow target group

Husvagn & Camping is one of the many niche magazines that Egmont publishes from the Stockholm office. Every month its articles about caravans, holiday destinations and new motor homes reach a narrow group of readers, who love reading about their particular leisure interest. “We are a typical speciality magazine with a particular product that appeals to a distinct target group. We write about camping holidays and outdoor activities, and our readers tend to be from the older generation. About 90% are regular subscribers, who adore the magazine, send us feedback and care about its content. We will never have as high a circulation as a publication like Hemmets Journal, but in stead we have a loyal readership who stick with us,” explains Ulla Carle, the magazine’s editor-in-chief. “We usually publish an annual camping calendar. Last year we decided to put an end to it. This spurred an enraged reader to call us, an elderly gentleman, who missed his annual camping calendar. When we relaunched the tradition last year, the same reader called again, this time to thank us warmly for listening to him. He was so happy, and he called again as recently as Friday, to tell us he’d hung up the calendar! That type of reader almost becomes a friend – I can even remember his name.”

The decision to merge the two companies Hjemmet Mortensen and Egmont Tidskrifter was made last year. The entities have since teamed up, making the most of their synergies. The merger will be legally implemented in 2010. Generating revenue in excess of half a billion SEK, Egmont Tidskrifter now ranks among the four largest magazine publishers in Sweden. The company, with managing director Per Kjellander in front, publishes 27 titles in Stockholm (including five independent web titles) and three titles in Malmoe.

Ulla Carle, editor-in-chief for Husvagn & Camping

Fresh start for Norway’s largest magazine publisher Over the past year change has been the order of the day at Hjemmet Mortensen. Its strategy has been reassessed, one in four employees has left the company, and those remaining have assumed new roles and acquired new competencies. The focus has been on creating profitability in a digital future.

By Jan Aagaard

t sounds almost impossible: reduce costs by a 3 digit figure, dismiss more than a quarter of the workforce, adapt the organisation, introduce new work routines and plan strategies for a digital future. All this, while trying to win market shares during the worst financial downturn in decades. Nonetheless, that was the briefing Hjemmet Mortensen received in 2009. And the management and staff of Norway’s largest magazine publishing corporation not only took the challenge – they also reached their goal. “It has been an incredibly tough time for both management and staff. I’m really impressed and proud of the work that’s been poured into the process we’ve been through,” says Managing Director Anne Britt Berentsen. We met her at Hjemmet Mortensen’s head office, a light, spacious office building in Nydalen, north of Oslo. Axel Walø, head of digital operations, is present as well. He also spearheaded the major remodelling of Hjemmet Mortensen into ‘New HM’ – a process that started back in 2008. “We had to reassess our strategy in the light of the market shifting from print to digital media. Income was going one way and costs the other. We had to make the switch from a leading magazine publisher to a modern media house that also runs

profitable digital operations,” Anne Britt Berentsen explains. “We had realised this early on, so by the time the financial crisis broke out, we were already in action, and the whole organisation understood the necessity of the process. It isn’t a cost-cutting project but a modernisation project to identify the best and most effective ways of working,” Anne Britt Berentsen continues. New roles and competencies The strategic restructuring, involving the entire organisation, will also cut costs. In 2009 Hjemmet Mortensen said goodbye to about 150 employees – 28% of the workforce – as part of the task of saving almost NOK 200 million. But originally the ‘New HM’ project had quite another project aim: to define the new organisation, its competencies, resources, needs and roles. “We made a special point of involving all employees from the start. About 70 staff members took active part in the 15 working groups we set up, and we arranged briefings and informed via the intranet,” Axel Walø explains. “It was incredibly important to engage the staff in open dialogue and get them involved. We had to make sure they knew we didn’t have a hidden agenda,” adds

Anne Britt Berentsen. “A strict time schedule was another vital element. We stuck to the schedule we’d announced, which is crucial in a process like this. In the course of a few months we had worked out how to deal with the task and organise ourselves, and only then, did we bring up the staffing issue. It was important to distinguish clearly between the two,” Axel Walø stresses. Employees were involved in the next stage – a round of reshuffling and resignations – taking part in thorough discussions with shop stewards, and an open process about the new work functions, during which all employees had a chance to voice their interests and competencies in relation to the new roles. Less control The most demanding element was developing new roles and routines for the editorial departments of the roughly 40 different magazines and publications that Hjemmet Mortensen produces. “The new editorial organisation relies heavily on template-managed production, where four roles and competencies have been merged into one editorial role, with as few control processes as possible. This means that we can produce magazines more efficiently, using fewer resources than in the past,” explains Axel Walø.

Technological investments and major upgrading of competencies have made all this possible. Hjemmet Mortensen invested NOK 11 million in courses and training programmes in 2009. “We had the skills in-house, but they were core competencies, so we needed to develop new roles that require each employee to master several functions. It is a long-term process, still in progress. Simultaneously, we need to make sure we continue to embrace the new ways of working, and don’t fall back into our old habits,” says Axel Walø. A heavier task The changes at Hjemmet Mortensen are physically reflected at the headquarter, where many employees now work in openplan, rather than in individual offices. “People work together across the organisation more than previously, work routines have improved, and a few products have been discontinued. Many employees probably also feel a heavier workload now, than they were used to,” Anne Britt Berentsen admits. “So it’s important to keep focusing on improving work routines. We have always been open about the fact that the changes will give everybody a busier everyday, but also a more fun and interesting day, working for the new Hjemmet Mortensen,” says Anne Britt Berentsen. Digital opportunities She underlines that in 2009, the company not only reached the goals set for the comprehensive project, but simultaneously won market shares, bringing its slice of the Norwegian magazine market up to 54%. The major challenge for the years ahead will be to take advantage of Hjemmet Mortensen’s strong market position and content-related competencies on the digital platforms, whilst simultaneously generate profit. “In the future we must play the same major role on the internet, as we do in the printed media today. We believe in a multimedia model, and have already achieved a lot in a relatively short time. For example the website klikk.no, where we have gathered the themes in one sole portal,” says Anne Britt Berentsen. ▀

Over the past year change has been the order of the day at Hjemmet Mortensen. In 2010 one of the key words is digitalization, with Axel Walø, Head of Digital Operations, in front. Here together with Managing Director Anne Britt Berentsen.

eview r n i r a e y e h T

TV 2 Group

Multi-touch

The coverage of the Norwegian parliamentary election was the crucial breakthrough for TV 2 Nyhederne’s new multi-touch screen. The programmes producer personally controls the graphical presentation, by pressing the touch-sensitive screen. The graphic solution was designed in-house by TV 2 Norway. Photo: News anchor Kjetil H. Dale.

Alf Hildrum Managing Director

Which key words describe 2009? The TV 2 Group’s advertising income was NOK 400 million lower in 2009 than in 2008, translating into a 20% drop that obviously impacted our work and priorities. We have implemented extensive cost cuts, while striving to maintain our programmes for the viewers. We have also strictly maintained our aggressive digital strategy. What was satisfactory in 2009? Although Norwegian TV viewers have gained access to a range of new Norwegian and foreign TV channels, we’ve held our ground as the leading commercial TV channel. The niche channel, Nyhetskanalen, enjoyed continuous growth, and our web traffic has doubled. Overall, we have pulled through the most difficult year in the history of TV 2, with our market positions relatively intact. Which were the highlights of 2009? It was important to me that the organisation acknowledged the need for cutbacks, including a workforce reduction. TV 2’s success has been related to growth and development. In the past two years, the organisation has had to accept being slimmed and consolidated. I am impressed with the passion of TV 2’s employees. They have convinced me that we can renew the growth and development. What was your greatest challenge? It was handling the decrease in income, and making it stop! Competitors usually take advantage of a weakened market position. Here, at the beginning of 2010, I see that we have unquestionably regained our competitive boundary.

Election to the Norwegian Parliament in 2009

During Norway’s parliamentary election, TV 2’s election team used video clips and Twitter feeds, to collect information for its “Velgerguide”, which kept voters up to date on the position of the 3,688 candidates.

Which changes do you expect in 2010? TV 2 will continuously seek a broader revenue base, as the TV commercial market is now mature. Being the most important area for developing and creating new values, growth in pay-products will take a great deal of my attention in 2010. The aim is to hold on to our considerable slice of the advertising market, whilst developing our share of the payproduct market, in order to make us less dependent on fluctuating economic trends. From which digital initiatives do you expect the most in 2010? TV 2 is investigating two income models for internet and mobile activities – for both advertising- and user-generated income. I anticipate that the biggest economic growth in the consumer market will come from football rights and entertainment. TV 2 Skole

TV 2 Skole(school) is a digital news channel, tailored for the Norwegian schooling programme and textbooks. Several local Norwegian authorities have already signed contracts with TV 2 Skole.

wegian

‘Skal vi danse’

TV 2’s ‘Skal vi danse’ (lets dance), in its fifth season 2009, attracted an unprecedented number of viewers for the finales, where almost a million people followed the fate of the competing couples – thus achieving a market share of 49.4%

Obama’s visit

In December, President Barack Obama visited Oslo to receive the Nobel Peace Prize. TV 2 transmitted almost 13 hours of direct coverage. More than 200 TV 2 employees were involved.

Highest viewing ratings in 2009 TV 2 has a longstanding tradition of broadcasting men’s and women’s handball championships. In 2009 the world championship match between Poland and Norway attracted the highest number of viewers of any TV 2 programme that year – 1.12 million people watched the game.

Senkveld

TV 2’s most popular entertainment programme is the late-night talk-show ‘Senkveld’, hosted by Thomas Numme and Harald Rønneberg. In autumn 2009 the show’s ‘Camp Senkveld’ – a comic reality-parody, featuring young Norwegian celebrities – was a big hit with viewers.

Sumo online in Norway

Valuable Disney agreements and world-leading HD technology made 2009 a successful year for Sumo, TV 2â&#x20AC;&#x2122;s web and IPTV service. By Johanne Viken Sandnes

hen TV 2 in Norway launched its video stream in 1997, many people viewed the idea of selling web TV subscriptions, to earn money, with scepticism. But by 2004 Sumo’s subscription sales had already earned NOK 10 million in revenue, and the number of subscribers has risen steadily since. As a web TV forerunner in a somewhat uncharted territory, TV 2, among other things, had to develop the technical platform themselves. “In 2000 multiplatform TV solutions weren’t something you could buy over the counter. We developed the software ourselves, and have since turned this into a niche production. TV 4 in Sweden was the first company to buy our software, with MTV3 in Finland following suit. We are still getting enquiries from other TV stations wishing to copy our success,” says Helge Høibraaten, manager of TV 2 Sumo.

prioritised to introduce to the market in joint venture with TV 2 Sumo,” explains Høibraaten. Hospital drama attracted most viewers Acquiring web rights to foreign series has been a challenge for Sumo, but things fell into place in the autumn of 2009, when Sumo achieved the rights to transmit a number of Disney series, such as Grey’s Anatomy, Desperate Housewives and Private Practice. “We are thrilled to have the chance to broadcast these series, and have access to them both before and after they’ve been transmitted on TV. Grey’s Anatomy has been a particular success on the web. The hospital drama won us several new subscribers during the first weeks of transmission,” says Høibraaten. New year - new opportunities “We are now concentrating on improving the quality of the TV image and the user experience. We want to offer more sports content, more series and more high-end content. We also want to work on and with new gadgets. We already have a mobile presence and IPTV offerings. Now we want to expand with the new television sets that can be connected directly to the internet. The uniqueness of Sumo is that we’ve built up the service in a cross-disciplinary environment up front,” Høibraaten finishes. ▀

One of the world’s first HD web TV stations In June 2009 TV 2 Sumo was one of the first TV stations in the world to launch live High Definition web TV, based on an agreement made with Microsoft in 2008. “We had the opportunity to transmit live HD television in June. This was possible, thanks to a brand-new technology Microsoft

What is IP-tv? IP TV is a network for transmitting live TV or video-on-demand. The receiving device is either a computer or a set-top box connected to a television. As the TV signals are transmitted via broadband, the solution offers almost unlimited possibilities for sound, image and data transmission. To TV viewers, this gives more options to select interactive services and new, exciting content.

What is TV 2 Sumo?

Growth on several platforms

TV 2 Sumo is TV 2’s web-TV channel. It employs about 18 people, and runs most of its activities out of TV 2’s head office in Bergen. It transmits all of TV 2’s six channels live, as well as being the sole distributor of TV 2 Science Fiction. Thousands of programmes are offered on-demand.

Lately, TV 2 has established itself on several platforms including tv2.no, TV 2 Sumo and TV 2 Mobil. Over the last six months, the TV 2 website has attracted an average of 200,000 unique daily viewers, which makes it one of Norway’s 11 most visited websites.

1997 TV 2 Sumo was developed in-house at TV 2. The channel went live, web-wide, in 1997.

2002 The first subscription was sold in April 2002.

2004

2005

TV 2 Sumo earned subscriber-generated revenue of NOK 10 million in 2004

Sumo has run computer, IPTV and mobile operations since 2005.

2007 The channel was named ‘Sumo’ in 2007

w: e i v e r n i r a e The y

m il F k is d r o N t n o m g E NF Production

Three out of five releases (Aching Hearts, Karla & Katrine and Headhunter) ranked among the top five bestselling Danish films.

Allan Hansen Executive Vice President

Which key words describe 2009? 2009 was a year of contrast for Egmont Nordisk Film, so the most appropriate key words are probably ‘cost-saving programme’ and ‘profit’. We started the year with a restructuring process that saved us around DKK 100 million. Simultaneously, the business units have shown great enterprise and dedication and hard work, so overall we emerged from the year with an amazing result. What was satisfactory in 2009? I’m pleased that we found the right solution for our TV business, which we decided to sell off in December. It was a very special venture that we hated to let go. However, under the new French owner, Banijay, they will get the full attention they deserve, and hopefully become the global player that they always intended to be. The sell-off will free resources for Nordisk Film, to develop its core activities in the film, PlayStation, cinema and music businesses.

Success for kino.dk

In just 20 days 20,000 Danes downloaded the first version of the new Kino.dk application for iPhones. A version 1.1, already in the pipeline, will allow users to view trailers on their mobile phones – all steps towards the ultimate goal of selling cinema tickets via mobile phones.

What were the highlights of 2009? Our cinemas had an exceptional year, with the highest box office sales ever: 6.2 million tickets sold in Denmark and 375,000 in Norway. The Stieg Larsson films proved an overwhelming success, in terms of film distribution. At the end of the year, almost 6.5 million Nordic cinema goers had seen the three films, and the first two had sold over 1.7 million DVDs. The trilogy is continuing to sell both tickets and DVDs in 2010. Finally, our film production unit defied the tough conditions in the Danish film industry, with three out of four film releases, performing above expectation in 2009. What was your greatest challenge? Most of our creative partners found 2009 a difficult year. Several of our partially owned companies are working on restructuring initiatives right now. We have also been forced to do severe cost savings in Nordisk Film’s post-production unit, and are now beginning to see a positive turnaround there. What changes do you expect in 2010? Our prime ambition is to optimise the business to ensure stable, profitable operations in the future. Nordisk Film has previously shown some profitable years – and we want to see the polar bear firmly in the black, for many years to come. From which digital initiatives do you expect the most in 2010? We are thrilled that Egmont has chosen Nordisk Film as location for the new Digital Centre, and thus the hub of all Danish digital initiatives. I look forward to follow the centre’s development and see the new digital initiatives outlined.

NF Operations

Following the necessary closure of the film laboratory in Norway, we opened Nordisk Film Shortcut, a company that specialises primarily in visual effects and digital film post production in the Norwegian market.

NF Distribution

Nordisk Film acquired the distribution rights to The Twilight Saga, which turned out to be the biggest commercial teenage success of the decade. The first two titles, Twilight and New Moon, attracted audiences of almost 1.9 million in the Nordic region. Nordisk Filmdistribution was co-producer and Nordic distributor of Stieg Larsson’s Millennium trilogy. Almost seven million people in the Nordic region saw the films, which have also achieved excellent international sales.

Frederik Honoré (marketing Manager), Noomi Rapace (actress), Jan Lehmann (Market Director Nordisk Film Distribution), Susanne Bille (Publicity Manager)

NF Biografer

A new adventure for BioCity in Randers Nordisk Film Biografer opened its doors to BioCity in the Danish town of Randers. Since the opening, more than 126,000 cinema-goers have visited the new cinema complex, which has six screens and can accommodate 900 guests.

Nordisk Film Interactive

The ‘slim’ version of Sony PlayStation 3 was launched. With its streamlined design and a hard disk of over 120 GB, the console sold 3.8 million units worldwide during the Christmas retail season. In Uncharted 2 Nathan Drake embarked on yet another unpredictable voyage of adventure. Several recognised gaming sites nominated it ‘Game of the Year 2009’.

MBO

In 2009 several companies in the MBO Group achieved international breakthroughs for their artists. For instance the Swedish singer Agnes and the Danish group Alphabeat both entered the international stage.

Record year

for Cinemas John Tønnes, managing director of Nordisk Film Biografer, is a happy man. From his office he can watch the queue snaking its way along the pavement in front of the Palads and Imperial cinemas. And apparently cinema guests have indeed had to wait patiently in 2009, because the cinema chain reports a record year with 6.2 million tickets sold.

By Lotte Ilsøe

hen plans were made for the cinema year 2009, no one could foresee that it would be an extraordinary year. No one could anticipate the magnitude of the 2009 mega-hits – the Millennium trilogy and the Michael Jackson film This Is It. So Nordisk Film Biografer forecast a market recession, a drop from the previous record of 13.3 million box office sales for the total Danish market in 2008, to a more average 12.5

John Tønnes, Managing Director, Nordisk Film Biografer

million tickets. “When we made our plans, only the first of the Millennium trilogy – The Girl with the Dragon Tattoo – was scheduled for cinema release, while the other two were to be produced as a TV series. So we estimated that The Girl with the Dragon Tattoo would sell 400,000 tickets in Denmark. Instead it sold a million!” explains John Tønnes.

The Michael Jackson film, This Is It, was not released until after Michael Jackson’s death at the end of June 2009, when it suddenly gained cult status. At the end of 2009 the message was clear: Nordisk Film Biografer had made an amazing year, selling more than 6 million tickets. Competition keeps you on your toes A combination of several factors contributed to Nordisk Film Biografer’s success in 2009. Good film titles were released throughout the year, among them some extraordinarily strong films, and the cinema market as a whole has been boosted in recent years. “Nordisk Film Biografer has invested in equipment and cinema interior design, as have our competitors, so there are no longer any inferior cinemas in Denmark. We are facing keen competition from the other big cinema chain, Cinemaxx. But the fierce competition sharpens our skills and helps to strengthen the market,” says John Tønnes. One of Nordisk Film Biografer’s major investments in the past year was the transformation of nine cinema theatres into 3D cinemas. This costly affair seemingly failed to attract larger audiences – until James Cameron’s epic Avatar took the

cinemas by storm. “Until Christmas, the 3D technology had only persuaded a few sporadic guests to buy tickets for the 3D, rather than the 2D versions, but it had not actually generated new 3D cinema viewers. Then Avatar opened, and everything changed. To date, Avatar has sold more than 700,000 tickets, primarily because it is in 3D and is visually stunning and innovative in its field,” John Tønnes explains. Progress in times of crisis “We haven’t been able to pinpoint, why more people are going to the cinema, but I believe, some of those forced to cut spending on expensive consumer goods, have come down to a more modest level – which includes cinema visits,” says John Tønnes, who also predicts that the upcoming film year will be filled with new initiatives: “We probably won’t record figures like in 2009, but we are already ahead of budget, thanks to Avatar. In 2010 we expect to double the number of cinema theatres with 3D technology, and are intensely negotiating with distributors about cinema theatre digitalisation, which we expect to implement in 2011-2012,” concludes John Tønnes. ▀

Tønnes predicts particular success for the following 2010 releases: •

Parterapi (a Nordisk Film in-house production) (25 February)

•

How to Train Your Dragon (25 March)

•

Sex and the City 2 (3 June)

•

Twilight: Eclipse (30 June)

•

Shrek IV (8 July)

•

Toy Story III (26 August)

•

Harry Potter and the Deathly Hallows (18 November)

2008:

The total Danish market: approx. 13.3 million tickets sold, of which Nordisk Film sold 5.8 million

2009: The total Danish market: 13.9 million tickets sold, of which Nordisk Film sold 6.2 million

Until Christmas, the 3D technology had only persuaded a few sporadic guests to buy tickets for the 3D, rather than the 2D versions, but it had not actually generated new 3D cinema viewers. Then Avatar opened, and everything changed. To date, Avatar has sold more than 700,000.

Et nyt medlem af famlien: BioCity Randers Det nye multiplex i Randers stod færdigt i september 2009 og tæller 6 sale med 900 pladser. Nordisk Film købte først den gamle biograf, Grand-teatret, i Randers. ”Da vi først havde gjort Randers til vores by ved at købe den gamle biograf trak eventuelle konkurrenter sig væk. Det gav os ro til at udvikle ideer og lægge planer for opbyggelsen af en ny biograf på Thor-bryggeriets gamle grund. Randers er endnu en grund til, at vi er gået frem i 2009 sammen med Falkoner Biografen, som også har fået en stærk position,” siger John Tønnes.

The Millennium

story

As Nordic Acquisitions Manager, Lone Korslund is tasked with identifying interesting projects for Nordisk Film to finance and distribute. A phone call brought the Millennium trilogy to her attention three years ago. An acquaintance asked her to look out for a book entitled The Girl with the Dragon Tattoo. Bt Lotte IlsĂ¸e

As executive producer of the Millennium titles, Lone Korslund received kudos for her handling of Nordisk Filmâ&#x20AC;&#x2122;s investment in the project.

The Swedish premiere of the Millennium TV series is set for spring 2010, while Norway and Denmark will have to wait until autumn.

e “I started reading the novel, but found the first 50 pages too heavy, so I put it aside. I had 50 other scripts waiting around to be read! But I eventually returned to it, read it to the end, and lost no time making a bunch of phone calls,” Lone Korslund recalls. Reading the book convinced Lone Korslund of its box office potential. “It had an incredible plot and a female lead quite unlike any other – she has a truly original personality. A woman like this echoes our times. And then there’s the whole myth surrounding Stieg Larsson – a backer of the socialist cause, and a man who personally hated “men who hate women”, the Swedish title of the book.” Nordisk Film won the stakes The production company Yellowbird had already acquired the rights to the film version of the books. But Nordisk Film quickly decided on investing in the film project, even though Swedish films were considered risky investments at the time. “Swedish films aren’t popular, neither in Denmark or internationally, and the Swedish film industry was also in crisis at the time. We still needed the opportunity to prove ourselves in Sweden. Nordisk Film’s distribution there was not very large. But everyone at Nordisk Film supported our hunch that we could turn the book into a Swedish success, and make it a hit in Scandinavia,” explains Lone Korslund. Getting permission to invest in the film was itself a challenge, as Nordisk Film had to convince Yellowbird of its capabilities. Decisive was a mixture of the desire for a Danish director, Nordisk Film’s ability to provide post production facilities and an excellent

chemistry between Yellowbird and Nordisk Film. Salander goes to Hollywood Other countries have also jumped on the Millennium wave. The films have become megasellers in most European countries, and upcoming American remakes will doubtlessly conquer the US market. “Initially the original Millennium trilogy will be released for US cinema distribution. The contracts for American remakes were signed at the end of January, and it might take a few years before the films are ready. We don’t need the remakes on the market immediately, as it’s in our best interest to get as much out of the project we’ve invested in, right now,” explains Lone Korslund. A life after Larsson “The comprehension of pulling off such a huge challenge, and make this Nordic film a roaring success, has boosted our self-confidence. Following the Stieg Larsson success, it has been a struggle to restore our enthusiasm. And even though Millennium is still showing, and the DVDs have not yet all been released, I still feel a slight pang of regret that my role in the project has come to an end,” Lone concludes. The success of the Millennium trilogy has also had a contagious effect on Nordisk Film’s distribution in Sweden, where the trilogy has put Nordisk Film on the map. For example, Swedish cinemas showed Easy Cash for full houses in January. The film is another major Nordisk Film co-production, and the first in the Easy Cash trilogy. ▀

The year in review:

Cappelen Damm

The year in r eview:

Lindhardt & Ringh Anette Wad Managing Director

Tom Harald Jenssen Managing Director

Which key words describe 2009? 2009 was a bright, exciting and promising year for the Norwegian book sector. The enthusiastic and highly qualified employees of Cappelen Damm, Tanum and Sentraldistribusjon made 2009 a particularly rewarding year for the publisher, Cappelen Damm. What was satisfactory in 2009? Most of Cappelen Damm’s activities developed positively in 2009. The most important single event was the move to new premises in the centre of Oslo. The relocation also marked the conclusion of the merger between Cappelen and Damm. Cappelen Damm – Norway’s largest publishing company – now resides under one roof. Which were the highlights of 2009? The year’s publishing list featured some outstanding qualitative and commercial highlights. The company has many good Norwegian authors under its wings. We have also captured an additional market share in educational materials. Despite the declining market, we have increased our book clubs’ revenue and profitability, and the book store chain, Tanum AS, has made its best results ever. What was your greatest challenge? The Norwegian book market is one of Europe’s best operating markets. The work of maintaining the fixed-price system is demanding and crucial to the future of the industry, as is the work of ensuring VAT exemption and a fixed-price system for e-books. Which changes do you expect in 2010? The digitalisation of e-books, web sales, and the development of digital educational materials, particularly for further education, will have increased importance in the future. However, Gutenberg’s brilliant invention will continue to be at the heart of our main product for many years to come. Like all other media businesses, the publishing industry will have to keep finding ways to modernise its operations. From which digital initiatives do you expect the most in 2010? We expect book sales via internet to grow. The development of digital textbooks and the related payment systems will begin to have an impact on the educational publications, in the years to come.

Which key words describe 2009? Lindhardt & Ringhof is on the right track. Many improvements have been made, our publication profiles have been sharpened, digitalisation is well underway, the book clubs have been stabilised, and educational publications have enjoyed an 8% revenue increase. And I would like to thank the Twilight vampires, for a rock-solid bestseller series that will continue to pay off in 2010. What was satisfactory in 2009? The completion of our major profitability programme, launched in early 2009, which has brought significant savings and improvements to the publishing company. A great number of employees were willing go the extra mile, and we can look forward to seeing the full impact of their efforts in 2010. Which were the highlights of 2009? That our imprint, Carlsen, became Denmark’s indisputably largest children’s publisher, as we, after acquiring Litas, consolidated all of Egmont’s Danish children’s publishing activities in Carlsen. And also Lindhardt & Ringhof, winning the tender to publish the Danish Broadcasting Corporation’s children’s book portfolio, which adds beloved Danish children’s to the Carlsen family. What was your greatest challenge? Not surprisingly, the answer is the financial crisis and the cash flow squeeze that caused many book dealers to, all but stop, buying books in the third quarter of the year. We recovered some of the shortfall in the fourth quarter, but bookshop sales, for the year as a whole, were down 10% compared to 2008. The large publishers took the greatest hits from this decline, because the year’s high-profile bestsellers (Dan Brown and others) were mainly produced by the smaller publishers. Which changes do you expect in 2010? The sale of books through web shops and supermarkets, at the expense of bookshop sales, was an evident trend in 2009, and will continue to grow. Fewer traditional non-fiction books, because the web has made such publications redundant. The use of digital content on multiple platforms, and the ongoing pressure on prices, generated by the free book market, where books will be sold everywhere, but at lower prices. From which digital initiatives do you expect the most in 2010? Towards the end of 2009, together with Gyldendal, Lindhardt & Ringhof acquired the digital distribution company Publizon, with the intention of establishing a digital highway for the entire industry. In time, Publizon will be the sole distributor of digital books in Denmark to internet retail dealers and libraries. Creating an integrated digital distribution solution implies that anyone wanting to sell digital publications only has to shop in one place; an essential development if publishers and authors are to make money on digital publications.

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Pans hemmelighed

In the autumn of 2009, or more precisely on the 9th September 2009, the crime novel, Pans hemmelighed [Pan’s Secret] by Danish screenwriter and novelist Michael Katz Krefeld was published. The book, which received glowing reviews, is the author’s second crime title. His prizewinning debut novel, Før stormen [Before the Storm], is now being published in Norway, Sweden and Germany.

Gitte Nielsen’s memoirs

Cheek to cheek kissing and memoirs were exchanged when Gitte Nielsen held a reception for her book Du har kun et liv [You only have one life]. Lindhardt og Ringhof’s managing director Anette Wad and editorin-chief Jeppe Markers were among the hundreds of journalists, celebrity guests and business connections who turned up to celebrate the event.

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New premises for Cappelen Damm

Last spring Cappelen Damm moved to new premises, thus realising Tom Harald Jessen’s vision of creating an open publishing house. The new premises house a public coffee bar, bookshop and a large canteen that has already been the venue for over 100 events, from fashion shows to literary meetings with authors. A youth event, to promote a hip-hop book, is pictured here.

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Alinea won the Learning Material Award

Every year the Danish Ministry of Education hands out five prizes, including the so-called Learning Material Award, given to a learning product of exceptionally high quality. Three nominees share the award, which amounts to DKK 85,000. In 2009 two of the prize-winners were Tanja Jessing and Annette Schmidt from Alinea, who received the award from Bertel Haarder, the Minister for Education, for their Rund um: Værkstedskasse.

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The Baroness’ cookbook In 2009, Caroline Fleming, Denmark’s favourite TV baroness, published a cookbook, Baronessen går i køkkenet [Baroness in the Kitchen]. The book shot to the top of the bestseller lists, thanks partly to the baroness’ talent for marketing herself and Lindhardt & Ringhof in all possible media.

Two princes and a princess on a Polar expedition

The heirs to the thrones of Norway, Sweden and Denmark have fearlessly defied snow and ice more than once, to journey to Svalbard and across the Greenland icecap. In 2009 their adventure was captured in words and pictures in Tronarvingernes Polarrejse, published by Cappelen Damm and Lindhardt & Ringhof.

The digital highway

of e-books The Americans have already embraced the e-book. But how do you actually set about introducing a country to a digital invention that is still relatively new? Lindhardt og Ringhof is one publisher that has taken steps to convince readers of the blessings of the e-book. By Anne Saabye

E-books

The Oxford Dictionary of English defines an e-book as â&#x20AC;&#x2DC;an electronic version of a printed book that can be read on a personal computer or a handheld device specially designed for this purposeâ&#x20AC;&#x2122;. E-books are normally read on hardware devices known as e-readers. Personal computers and certain mobile phones can also be used for reading e-books.

E-reader

An e-reader, also known as an e-book unit, is a device for displaying e-books. Its main advantages are that it is portable, its screen-readability is good in bright sunlight, and it has a long battery lifetime.

Publizon

Publizon helps professional and other publishers to publish works in various media. Lindhardt og Ringhof and Gyldendal now have an integrated distribution database containing all their titles, which Publizon manages. The solution offers retail booksellers easy access to popular titles, because searching a common database is more convenient than having to search the databases of several individual publishers.

ooklovers will not only have to dream about reading a book on a computer screen. E-books entered the Danish market a few years ago, but never really caught on. So a small portable e-reader will shortly be available in Danish to enhance readers’ experience of reading electronic books. E-book sales have exploded in the USA in recent years, a development that is duly observed by Lindhardt og Ringhof, as e-readers have been available in the UK and USA for quite some time. “In 2010 we will see a variety of e-readers for sale, and buyers will start wanting content,” says Anette Wad, managing director of Lindhardt og Ringhof. Chicken-and-egg syndrome The challenge facing Lindhardt og Ringhof is finding the patience to wait, until the e-readers make a proper market breakthrough.

“We’re up against the chicken-andegg syndrome at the moment. Without e-readers, people won’t buy e-books, and without e-books, they have no reason to buy e-readers. We expect e-books and audio-books to be really big, so we have to start somewhere,” says Jakob Larsen, Supply Chain Manager. Easier access to e-books Lindhardt og Ringhof has indeed started somewhere, with the acquisition of Publizon. As part of a digital strategy, and the first step towards increasing e-book sales, Lindhardt og Ringhof teamed up last year with competing publisher Gyldendal to acquire the digital distribution channel Publizon. “The retail trade has to be able to offer customers titles from as many publishers as possible. We want to support this ability, by offering a single, integrated distribution system that can replace all the separate publishers’ systems. For book retailers,

it will be like shopping in a supermarket instead of going to lots of speciality stores – far easier,” says Jakob Larsen, and Anette Wad adds: “Customers will have a vast selection of e-books to choose from, and authors will be guaranteed sales, and thus income. By pooling their rights, publishers will produce the largest possible volume, the true key to success,” Anette Wad stresses. Everyone wins “Our acquisition of Publizon has created the digital highway Denmark has lacked, and which is a must for selling digital products. Our distribution solution will benefit the entire book industry, because it is open to everyone. We will be creating a meeting place, a hub, where everyone who wants to deal in digital products can find a large selection in one place,” says Anette Wad, who believes this is the first step towards convincing readers that electronic books are here to stay. ▀

Publishers

at the peak Books published by Cappelen Damm are topping the Norwegian bestseller lists. The recipe for success is a mixture of editors with a good feel for potential scripts and markets, blended with an effective marketing and sales organisation. By Jan Aagaard

Karin Mundal, Publishing Director for General Literature

appelen Damm’s combined café and bookshop lies like a cosy oasis in the centre of winter-clad Oslo. From its peaceful, light interior, the busy residents of the Norwegian capital can enjoy a cup of coffee, relax in stylish dark wooden furniture, take in the street scene from the floor-to-ceiling windows, or explore the thousands of book titles lining the shelves. The warm and welcoming book café takes up the ground floor of the publishing company’s new headquarters, whereto 350 employees moved last year, following the 2007 merger of Bonnier-owned Cappelen, and Egmont-owned Damm. Currently Norway’s largest publisher in terms of revenue, Cappelen Damm publishes 1,200 titles a year from its six editorial departments. Last year the company published 8 of the 21 literary fiction titles with the highest print numbers in Norway, among them the season’s bestseller, Prodigy Child, by Roy Jacobsen. A “nose” for the market “We have captured market shares in Norwegian literary fiction this year, mainly because of our publications. We’ve had a string of excellent authors and titles in the market, thanks to editors who have a sixth sense about good scripts and can

respond fast to the market,” explains Karin Mundal, publishing director for general literature, over a coffee and a smoothie in the bookshop. Every week, the publisher organises book launches here, as well as other events that attract hundreds of participants. “We also have the backing of an effective marketing, sales and distribution organisation. Last year we tried a new marketing venture, using TV commercials for several Norwegian bestsellers. We are more and more using social media, such as Facebook, for marketing purposes. The Norwegian press has minimised the columns for book reviews and publicity, so we are constantly seeking other ways,” says Karin Mundal. Audiobooks and e-books In addition to traditional books, Cappelen Damm is also focusing on audiobooks, for which it has a seperat editorial department. The company has also launched a new e-book project group, to analyse this potential market. ‘We haven’t made much progress in e-books yet, but are working on strategies for tackling this segment. The market will get really interesting once a proper electronic reading device is introduced,’ Karin Mundal predicts. ▀

An ample selection of materials supports a strong position in learning media Cappelen Damm is doing well on the Norwegian market for educational materials. The largest sector is primary and lower secondary schools, where the market generally follows the country’s school reforms. Although the latest reform has now been fully implemented, the publishing company further strengthened its position in media, for primary and secondary schools in 2009. By Jan Aagaard

nitiated in 2006, the latest major school reform in Norway required primary and secondary schools throughout the country to buy new books and other materials. Now, two to three years later, the reform has been fully implemented, so the market for educational materials has dropped back to its normal level. Despite the decline, Cappelen Damm’s educational

Anders Skogvold, Head of Educational Resources

publications successfully captured market shares last year, now sitting on about a third of the market. Close contact with readers “We are a classic broad publisher, with an extensive portfolio, and competent editorial departments that have developed excellent textbooks. That is the main reason why we have done so well, even in a declining market,” explains Anders Skogvold, head of educational resources. He also names close contact with Cappelen Damm’s primary customers – the teachers – as an important key to the publishing company’s work. “We have marketing departments that design courses and seminars for teachers, about how to use our materials. Thousands of teachers attend courses every year,” he says.

Digital media come at a cost Charging the right price will be the company’s challenge in the next few years. “We have developed digital learning media for many years, as a supplement to our printed textbooks, which gives them added value in the form of free, related websites. But in the case of growing demand, for more and better digital materials, we have to be able to charge the right price for these services,” explains Anders Skogvold. “We believe schools will continue to use a combination of books and digital teaching media, but we will also have to develop strictly digital materials, for some purposes,” forecasts Anders Skogvold’s about the future of digital learning media. ▀

The year in review:

Egmont Kids Media Egmont Sourcing HK

Björn Vöhl, the Managing Director of the new company, Egmont Sourcing Hong Kong, at the company’s inaugural reception, on September 9th. As per tradition, a whole roast suckling pig was served to celebrate the opening.

Frank Knau Executive Vice President

Which key words describe 2009? I would characterise the year, as one dominated by the global financial crisis, fluctuating exchange rates, cautious consumer behaviour and a year, in which everyone worked very hard. What was satisfactory in 2009? We survived the storm, and generated a satisfactory profit, which we will channel into further development of the business. Which were the highlights of 2009? I have three highlights. Firstly, we made a profit despite a difficult year. Secondly, our colleagues in China and Turkey registered their best results ever. Thirdly, we can be satisfied with the success of the divisional merger, as a whole, (between the old Egmont International and Egmont Kids & Teens). What was your greatest challenge? We have had to carry out restructuring measures in Scandinavia and said goodbye to many colleagues, for whom I wish the very best.

Innovation

Idea Manager, Tony Jørgensen, with a thoughtful look, during a training session held for new Idea Managers in April 2009, as part of the in-house ‘innovations boot camp’ in Copenhagen.

Which changes do you expect in 2010? The crisis will persist – but our various cross-divisional finance projects, our continued focus on profitable growth and our cost-consciousness means that we are well prepared. We are also building up our core digital business, and creating other outlines of innovation. The division has a wealth of innovative ideas, so we must be ready for more changes in 2010. I personally expect a lot from our finance projects, which focuses on taking better advantage of our corporate strength. From which digital initiatives do you expect the most in 2010? As I’ve already mentioned, digital operations are a key local and divisional priority. We still lack business models for children’s initiatives, so identifying them will be our next challenge. We will do this by testing various concepts, for example, learning and preschool edutainment on platforms in the UK, Norway and Poland.

The 39 Clues website

The Bulgarian website for The 39 Clues captured the prize for Best Website of t Year, in the internet advertising categor at the award presentation BG SITE 2009 Bulgaria.

site

Asterix’ 50th birthday – Ehapa

Congratulations Asterix, you brave, old Gaul! In 2009 Ehapa sold a total of 1.4 million books and magazines, featuring Asterix.

The Kids Media Awards Ceremony, Berlin, June 2009

Aysegül Kirpiksiz, Nantaporn Wongchestha and Tilman Tschacher in the Sky lounge, on top of the E-werk building, in Berlin during the Egmont Kids Media annual award ceremony.

or The 39 Clues est Website of the vertising category, on BG SITE 2009 in

Return to the Hundred Acre Wood

Winnie the Pooh’s great comeback – Return to the Hundred Acre Wood – was a sales hit for Egmont UK in 2009. No fewer than nine co-productions in seven languages, a first edition of 356,000 copies, and a revenue of GBP 500,000 in the UK alone.

LYX books

Egmont Verlagsgesellschaften’s, LYX books, enjoyed an excellent year, having sold more than 100,000 copies of Lara Adrian’s Gesandte des Zwielichts [Ashes of Midnight].

Egmont Hungary’s 20th anniversary

Egmont Hungary celebrated its 20th birthday in May. From left to right: Marianna Oancz, György Babos, Henrik Højsholt Nielsen, Frank Knau, Jacek Beldowski, Ágnes Tompa, Katalin Vas, Gyula Tarjányi, Greg Marik and Csilla Steidl.

A golden year

for Petzi A thriving family restaurant, merchandise in the form of food items, films and clothing, and now a whole new world – Petzi has enjoyed a successful 2009. And the licence agreement with Tivoli regarding the opening of The World of Petzi brings even bigger opportunities for profiling the Danish bear. By Pernille Krogh

In autumn 2009 the world’s oldest amusement park, Tivoli Gardens in Copenhagen, announced that it would soon be welcoming a new resident. When the gardens open for the 2010 summer season, guests will be able to visit The World of Petzi. Joining his friends Pingo, Old Salt and Pelle, and the good ship ‘Mary’ of course, Petzi will feature in a 1,300-square-metre playland for Tivoli’s youngest visitors. “We believe Petzi and Tivoli make a really good match, as both are internationally known brands that have appealed to Danish children for many generations,” explains Stine Lolk, Tivoli’s Vice President, Human Resource and Communications. ▀

Spontaneously, wellingtons, egg boxes and family restaurants do not seem to have much in common. Nevertheless, these are just a few of the new concepts that have materialised in a Petzi version, since Egmont acquired the licence to the bear in the blue bobble hat in 2007.

Although the first Petzi cartoon strip appeared almost 60 years ago, the stories about the pancake-eating bear and his friends remain brightly alive today. New cartoons and full-length stories are still being produced – written and illustrated today by Per Sanderhage, in the original graphic style created in 1951, by Petzi’s ‘father’, Vilhelm Hansen.

“Our ideals of friendship and community spirit correspond well with Petzi’s philosophy of caring for and helping each other.” Egmont’s licence manager Michael Benzon used these words when presenting the Petzi Award 2009 to HRH Crown Princess Mary. The award has been presented 11 times to a person or an organisation, whose exceptional contribution to strengthening bonds of friendship and loyalty has set a good example. This objective made the Crown Princess’ work through the Mary Foundation project ‘Rid of Bullying’ a particularly worthy recipient of the Petzi Award.

Happy Goat

paves the way for growth in China

Every month 100,000 Chinese children and young people line up to buy the ‘Happy Goat’ magazine. Locally produced comics have helped the 15-year-old China-based Egmont company produce its best result ever, despite the financial crisis. By Jan Sturm & Sofie Krabek

appy Goat is currently the hottest character animation in China. Starting out as a TV series, the magazine was then adapted for the cinema screen, and is now cherished by the Chinese children and young people, who follow the series every week on Chinese TV. The Chinese authorities have supported locally produced animation series, a step that brought smiles to the faces of the 118 Egmont colleagues in the co-venture, Children’s Fun Publishing, which is China’s largest comics publisher. “Our focus on locally produced comics and books has increased sales. Despite the global financial crisis, we have recorded our best

year ever. Last year, we celebrated Egmont’s first 15 years in China, and can look back at a year, in which total revenues rose by 30%,” explains managing director Mingliang Hou. Happy Goat has been developed and adapted for the Chinese market. Moreover, although this type of magazine normally generates monthly sales of 20-40,000 copies, the story about the happy goats of Goat Village, and their neighbour, Big Big Wolf, has sold more than triple this figure. With 100,000 copies sold every month, the magazine is the bestseller, among Egmont China’s 11 magazines.

15 years of Chinese growth Children’s Fun Publishing was established in August 1994, as the first publishing company jointly owned by a foreign company and a Chinese enterprise. Every year, the 118-strong workforce produces more than 300 book titles and 11 magazines from the head office in Beijing, and a number of local offices. The company is China’s largest publisher of comics, and the secondlargest publisher of children’s books.

After its best year ever, there is plenty of room for smiles and laughter in Children’s Fun Publishing. Marketing Executive Xia Lei (left) and Editor Xiaoguang Zu (right) enjoys the weather at Hainan in South China, where the company celebrated the great year with a seminar.

“In 2006 we had only five magazine titles and published most under foreign licence. But since then, we have poured our energy into the area, acquiring a number of local titles that double up as magazines and books. The combination of an international publishing concept, and locally produced content, has helped us get through a year of international crisis,” Mingliang Hou explains.

Children’s Fun Publishing’s employees are gathered in a group picture.

As the name suggests, Happy Goat is always happy and positive, and the cleverest goat in the group of friends, who live in Goat Village – Slow Goat, Lacy Goat, Brave Goat and Beautiful Goat. Their neighbour, Big Big Wolf, has a one-track mind though: catching and eating Happy Goat and his friends. Big Big Wolf and Happy Goat have done battles on Chinese television screens since 2006. Last year, the first film animation was released in Chinese cinemas, and in September, Egmont launched a magazine version with a circulation of 110,000.

A breakthrough year Egmont has experienced constant growth during its 15 years in China, and is now a leading publisher of children’s magazines and books, as well as of educational materials. According to the managing director of the Kids Media division, Frank Knau, there is reason to expect even more from the company in the future. “A look into the crystal ball shows promising opportunities for growth. The literacy rate is rising, the middle class is growing, and the company is not yet present in all Chinese regions. Add to that the 8% annual growth rate forecast for China, and you have a cocktail that in just a decade could turn Children’s Fun Publishing into the largest entity in the Egmont Kids Media division.” ▀

When

crisis strikes When Jannicke Haugen Apelgren was appointed managing director of Egmont Serieforlaget in Oslo, over than a year ago, the financial crisis hit the publishing industry. The market dropped and forecasts were bleak. Her first task was thus to adapt the business for an unpredictable future. By Jan Aagaard

orway’s largest publisher of cartoons and children’s entertainment has endured a long period of readjustment, in the wake of the financial crisis, and a changing market, where print media are losing market shares, as publishers struggle to earn money from digital platforms. Under these conditions, the management was forced to reduce costs – by 7.5% in 2009 alone – and simultaneously implement the company’s digital strategy more rapidly. The challenge is in the hands of Jannicke Haugen Apelgren, who took over the director’s chair just over a year ago, but has worked for Serieforlaget since 1994. When the financial storm hit

and new products are enjoying success, Jannicke Haugen Apelgren knows that her crews’ endeavour, during the stormy weather, is why the company managed to get back on course and smooth waters relatively quickly. “All members of the management team involved themselves in these processes with extreme humbleness. It was the market that was flagging, not the quality of our colleagues or their work before the storm broke. The entire organisation was involved from day one – including the editorial committees, the health and safety committee and the employee-elected representatives on the board.”

“It was like setting sails in a storm without checking the weather forecast. Would the wind drop, and the waves become smoother, or were we headed for hurricanes, fog and troubled waters? We had to prepare for the worst. Our ship lay low in the water, we had to sign off many of the crew, and several products had to be cast ashore, if we were to stay afloat. We had to have faith in the ship’s ability to get us safely to port. Ongoing, open dialogue was necessary to make everyone feel secure, even those who could not sail with us,” Apelgren stresses. Since she took over the helm, Serieforlaget has carried out two rounds of dismissals, bringing staff numbers down from 170 to 120, and expenses has been cut in all business areas. This has paid off, and black figures are starting to reappear on the bottom line. Although renewed growth has been seen in parts of the market,

Security for all involved could only be created with ongoing internal communication about goals and progress. “Communication helped everyone to understand the situation and get involved – a policy instrumental in minimising internal conflict. I have the greatest respect for all our employees, for their loyalty, creativity and hard work, particularly those who had to seek new challenges elsewhere. With our present staffing level, I am sure we will do well in the years ahead, even in a rapidly changing market, whose chief consumers are children and young people. We have strong product names, on which to build new growth, and although the future is uncertain, our current workforce has ballast, composed of the skills they need, to tackle the tough challenges to come,” says Jannicke Haugen Apelgren. ▀

Internal information crucial

Egmont Serieforlaget was founded in 1908 as AS Hemmet. It was renamed Serieforlaget in 1992, and in June 1995 became Egmont Serieforlaget. The company publishes comics, such as Donald Duck, magazines, games, audio books and crossword puzzles, as well as running 20 websites of various sizes.

Jannicke Haugen Apelgren had a turbulent year 2009 as managing director for Egmont Serieforlaget in Norway. Since she took over the helm, the company has carried out two rounds of dismissals, bringing staff numbers down from 170 to 120.

Turkish delight in a time of crisis

About 100 book titles were dropped, seven magazines shut down, and seven staff members dismissed, when the financial crisis hit Egmont’s Turkish publishing company, Dogan Egmont. However, the management succeeded in reversing the downturn, by way of bold initiatives.

By Pernille Krogh

nlike many other recession-hit companies the world over, Egmont’s Turkish publisher did not panic when the crisis struck. The situation was nothing new for Dogan Egmont. High inflation and currency devaluations had affected the country for many years, so the management were prepared to handle the emergency. “We took the crisis seriously, but did not panic. Instead we spent time explaining the problems and challenges to the staff,” says managing director Gülgün Çarkoglu. In addition, management had to adopt a far-sighted strategy to minimise the publisher’s financial drop, for example through production changes. “Our production manager had a real flair for finding cheaper printing paper and negotiating prices with the printers,” Çarkoglu explains. The company took the necessary steps to cut consumption

by a million Euros, but this alone could not halt the crisis. “I knew we wouldn’t be able to reach our goals for the year, solely by cutting costs, and together with our skilled team of employees we managed to channel our resources into the right books,” says Gülgün Çarkoglu. The publisher made an agreement with writer Elif Shafak, about the publication of her novel, The Forty Rules of Love, and also acquired the rights to Cartoon Network’s cartoon figure Ben 10. Intensive branding established these two products, as pillars of the company’s success in 2009, selling more than 370,000 books and 150,000 comics. With the Ben 10 cartoon series in the rucksack, Dogan Egmont also managed to capture 52% of the market share, against the former 44%. ▀

Egmont has gained foothold in Turkey and become the country’s largest book publisher. Managing Director Gülgün Çarkoglu is cheerful after a breathtaking year selling 370,000 books and 150,000 magazines.

I knew we wouldn’t be able to reach our goals for the year, solely by cutting costs, and together with our skilled team of employees we managed to channel our resources into the right books

Daily papers boost

sales for Egmont Croatia Five million titles sold, and an extra million Euro in income. That is the outcome of Egmont Croatia’s close collaboration with the largest newspapers in several Balkan countries. By Claire Greaves

A lesson for others

gmont Croatia publishes products in several countries in the Balkan area. Like Egmont companies in many other countries, finding cheap distribution channels for these products has posed a major challenge. Right now, Egmont Croatia seems to have cracked the distribution code. The answer: being prepared to produce sufficiently large quantities of the products, and finding alternative marketing channels. By working closely with the largest daily papers in the region, Egmont has found a new way to reach consumers. It published selected products in large numbers, and sold them via advertising campaigns, conducted with local daily newspapers. Egmont Croatia’s managing director, Bruno Barbic, explains how the system works: “It’s really quite simple. We decide to publish a large number of certain titles or DVDs to keep printing costs down. Then the daily paper runs a special campaign for the product, and uses it in its own campaign, to win new subscribers for the paper. The low price, and the fact that this is a once-only offer, enables us to sell a larger product volume. Neither we, nor the newspaper publisher or the licence holders earn a particularly high profit margin, but we sell the product in large enough quantities to make a pretty good profit all the same.”

Egmont’s Croatian operations have grown in recent years. And Bruno Barbic believes the close collaboration with a series of daily papers and TV stations has generated not only more money, but also greater willingness to explore new ideas and possibilities. “We have learnt to look beyond our traditional business approach. Working with daily newspapers was a gamble. We could have risked ending up with huge printing costs! I don’t know whether this method would work in all countries, but it has for us. In the past five years we’ve produced 20 book titles by working with the daily press. And although we have only worked with four small, relatively poor countries, we have sold five million copies of various titles and earned income running into several million Euros,” says Bruno Barbic. ▀

First Croatia, then Serbia Over the past five years, negotiations with the Croatian daily 24 sata and later the Slovenian paper Dnevnik have led to sales of more than 1½ million books in the Disney Classic series. In 2009 the success was followed by similar agreements in a number of other countries. In Serbia, Egmont’s products were marketed in association with the leading daily, Blic, and the national TV station. “Having sold over 1.2 million extra copies, we knew we had a collaboration model that we could transfer to other countries,” explains Bruno Barbic, who got Romania into his territory last year, by working with the Romanian newspaper group Adevarul. He is now on the verge of concluding a similar agreement in Montenegro.

Managing Director Bruno Barbic together with one of the characters that has brought Egmont to success in Croatia. Bruno is the person to the right.

No impact

without visibility Henriette Christiansen was appointed the new director of the Egmont Foundation’s Aid and Grant Administration in 2009. she explains why she believes the Egmont Foundation’s charity work makes a difference. By Niels Almer

we are invisible to society, the public won’t understand what the money is being used for, which can run us into legitimacy problems, being a charitable foundation. We have a similar responsibility to be internally visible at Egmont, as this money could never be distributed without the efforts of our thousands of colleagues worldwide. Why do we need a private foundation to solve problems in the areas where the Egmont Foundation is engaged? Henriette Christiansen (37) has experience from positions in both the public sector and the private consultancy industry.

What will be the greatest challenges for the Egmont Foundation’s charity work in 2010? A key task is ensuring that our work has impact and visibility. By impact, I mean using large-scale projects to improve children’s lives, and providing concrete financial support for single parents and their children. By visibility, I mean internal visibility within Egmont, as well as among potential collaboration partners. Why is visibility and impact an important factor? The combination of visibility and impact is the core of our charitable activities. The money we hand out has to make a difference. If

Grenen: Project: ‘Listen to me’ (project in a residential institution for young criminals)

EUR 65,300

Selected projects

Zentropa Entertainments26 ApS: ‘Limboland’ (ethnic youth integration project)

EUR 57,100

In recent years, we have seen the public and private sectors shift, with respect to these activities. Activities, that were once core tasks for the public sector, are not necessarily core activities any longer. A good example is the Danish health service, where private players are increasingly taking over medical treatment. The public perception of where such work is best done also reflects this shift. I sense an increasingly positive attitude to using private solutions, in the grey zone, between the private and public sectors. Furthermore, there are areas, where the public sector cannot work, due to missing political or economical support. Or areas, where several stakeholders have difficulties communicating. In such cases, a foundation can be the catalyst for building bridges between various bodies. For example, we donate money to the Rehabilitation and Research Centre for Torture Victims. This support has enabled the centre to coordinate all the relevant caseworkers, involved with the

Dannerhuset: School project for children, who are victims of violence

EUR 168,000

Humlehave school, Vollsmose: Girls with go – extra-curricular sport activities

EUR 121,000

traumatised refugee families, in six different local authorities. Today, refugee families deal with a wide range of caseworkers from local authority social services, to benefit departments and others. As a result of this system, public services end up offering fragmented support, for which reason, refugee families ultimately fail, to get the help they really need. With our funding, we can make sure these families get the all-round support they desperately need, to avoid their children’s turning to a life of crime. You have a civil service background yourself. Which tools from the Danish public sector can you use in your work for a private foundation? A key lesson from the public sector was how to handle a wide variety of stakeholders. Working in the political system, and at top ministerial levels, means dealing with democratically elected politicians, the media, large business organizations and NGOs. Private foundations also firmly pursue the aim of fostering the broadest possible cooperation. We create the best impact and visibility, when our money goes towards activities, solidly anchored in society, a goal best achieved with a have broad support.

education for those children in the lowest classes, who have the greatest difficulty grasping maths. I also hope the project will produce teaching materials – and who knows - it may even hold interesting opportunities for Egmont’s educational publisher, Alinea? The maths project is an example of a project with a specific, practical impact, as well as a potential for Egmont’s commercial activities. Egmont earns its money in more than 30 countries. Why do we distribute a portion of the profits in Denmark only? Since Egmont is a company of Danish origin, we focus on charitable activities in Denmark. However, in 2009 we supported the establishment of a research centre in Bergen, Norway. I believe we need to keep the positive impact of our grants in mind. So it makes no sense to distribute our relatively modest funds among a large number of countries. Although, we have to focus our efforts, we naturally also need to consider carefully how, and where, we place our focus. This question will need to be addressed when we formulate our 2010 strategy. ▀

Which new grants in 2009 deserve special mention? The Norwegian bereavement centre is a tremendous project of which everyone at Egmont can be proud, because it is closely tied to the foundation’s focus on helping children and adolescents to deal with their grief. Over the past ten years, this has become manifest in the youth psychology counseling centre, Løvehjerte (Lionheart), housed in Egmont’s Copenhagen headquarters. Another interesting project in 2009 was our collaboration with DR, the Danish Broadcasting Corporation, about a new counselling portal on the net. Most Danish colleagues have probably heard of Tine Bryld’s youth counselling radio programme, ‘Tværs’, now discontinued. The new portal picks up, where the programme left off. It will provide information to young people about the numerous difficult issues that most of them will confront in the transition from childhood to adolescence. Finally, I would like to highlight a maths project, to be launched with Egmont funds, in all primary and lower secondary schools in Frederiksberg. A high percentage of students leave school without basic maths skills. Our project will enable a maths professor to conduct research, into tangible methods of providing special

DR Perspektiv: ‘Tværs – youth counselling’ Center for Crisis Psychology, Bergen: Establishment of bereavement centre

EUR 1.1 million

EUR 766,000 + EUR 52,000 for preliminary project

In 2009 the Egmont Foundation provided the following support: •

EUR 5.1 million to 41 projects

•

EUR 282,000 to 402 families through the general social support programme

•

EUR 235,000 million to a project and 58 families in Elisabeth-Egmont Petersen’s name

•

EUR 416,000 million to the Danish film industry through the Nordisk Film Foundation

Fisken: Developing and embedding the after-school job agency for ethnic youth

EUR 128,000

Byen i Balance, Vejle local authority: ‘Walk of fame and paving stones of friendship’

EUR 10,000

Going

digital Corporate management wants to expand Egmont’s digital activities. Three Egmont divisions have each appointed a new digital media manager, and Egmont plans to establish two new centres for digital operations, in Copenhagen and Oslo. By Pernille Krogh Digital Managers – Who’s Who

Hero:

Nelson Mandela is probably the person, who has made the greatest impression on me (calling him my hero is perhaps going a bit far).

Favourite gadget:

iPhone is still amazing. I’m crazy about reading books on Kindle, and looking forward to the next developments on that front.

Name:

Christian Folden Lund

E-mail address:

christian@kino.dk

Age:

Favourite app:

Currently Moodagent

Country:

Denmark

Civil status:

Married to Sofie, William Emil’s ‘bonus dad’, Flora’s dad, and a new baby on the way.

Websites that I check daily:

Professional background:

Professional background: MSc (Political Science), have worked as a journalist for Computerworld Online, business developer at the Danish daily Berlingske Tidende, editor/manager at AOK.dk, editor/ managing director of Kino.dk.

Eb.dk, business.dk, journalisten.dk, borsen.dk, mediawatch.dk, Kino. dk, techcrunch.com, guardian.co.uk, facebook.com, twitter.com, economist.com, wired.com.

Favourite Egmont product:

I am a movie buff

Favourite game

Have a weakness for Derby (in spite of being all analogue).

Favourite film:

The Godfather

My latest Tweet (on Twitter):

Finally - Kino.dk iPhone app 1.0 ready for download.

My latest Facebook status update:

1) pleased at the progress Kino.dk is making: http://mediawatch.dk/ artikel/de-vandt-netkaploebet-i2009. 2) Have found my niche as a handyman: projects that take less then one minute. Smoke alarm 1: 45 sec. Smoke alarm 2: 30 sec. Electric cable in cable tray: 55 sec.

Hobbies

I spend a lot of time with family and friends; voracious consumer of books, magazines and newspapers; Tour de France and trying to get in shape for the Etape Bornholm marathon this summer.

Favourite travel destinations:

Bornholm, New York

Favourite food:

Lots – I have a liking for chanterelle mushrooms.

Digital Managers – Who’s Who

Name:

Cato Broberg

Name:

Jørgen Nilsson

E-mail address:

cato.broberg@hm-media.no

E-mail address:

jn@egmont.no

Age:

Country:

Norway

Country:

Norway

Civil status:

Cohabiting, one daughter.

Civil status:

Professional background:

Civil engineer (information systems), have worked as a management consultant, Orkla Media.

Married and father to a 3½-yearold boy

Professional background:

Hobbies:

Windsurfing, outdoor pursuits and saltwater aquaria.

Bachelor in business administration from California State University and two years with Egmont.

Hobbies:

Skiing, golf and water activities

Favourite travel destinations:

The Caribbean

Favourite travel destinations:

Cabin in Sweden and mountains

Favourite food:

I enjoy Asian and French food

Favourite food:

Lobster

Hero:

No single person, different people in different categories.

Hero:

Steve Jobs

Favourite gadget:

iPhone

Favourite gadget:

iPhone

Favourite app:

Drink Wine

Favourite app:

Spotify

Websites that I check daily:

Kampanje.com, Techcrunch.com, Nettavisen, Klikk.no, springwise. com

Websites that I check daily:

Favourite Egmont product:

Jigsaw puzzles – so that makes me a good dad!

www.woot.com, www.techcrunch.com, www.spezify.com, www.spotify.com, www.voddler.com

Chess, but I rarely play

Favourite Egmont product:

Pondus

Favourite game: Favourite film:

Star Wars

Favourite game:

Super Mario

My latest Tweet (on Twitter):

I follow others but don’t Tweet myself

Favourite film:

The Godfather

I generally keep up to date but keep my status to myself

My latest Tweet (on Twitter):

Check Egmont’s new app

My latest Facebook status update:

Holmenkoll-marathon here we come!

VOXPOP

What do you see as your biggest

work-related challenge in 2010? My biggest challenge in 2010 will be love. Not romantic but work related. Elif Shafak’s super bestselling novel ASK (Love) has achieved enormous success in 2009 with more than 350,000 copies sold. As a team we feel the challenge ahead both in terms of financial figures and same satisfaction. Aysegül Kirpiksiz, Marketing Director, Dogan Kitap, Turkey

In the non-Disney comics + magazine business in Finland we face a continuous challenge to keep our old, well performing titles strong as they are the corner stones of our business. In addition we constantly need to find new hot titles which tend to come and go along with the worldwide trends. As other countries we have also been hit by the economical downturn and it will be a challenge to meet our budgeted sales figures during 2010. Pia Banerjee-Rikonen, Marketing Manager,Egmont Kustannus, Finland

The biggest challenge in 2010 for me and my colleagues is retain and attract yet more ”little” readers in the recession year despite a general decline in purchasing power of the population. Ana Konta, Children Magazines Editor, Egmont Croatia

2009 was a year rich in challenges for me, as I was involved in a number of different international projects. My main aim for this year is to keep on supporting these projects and to improve the communication flow within the company. The cost of book rights is getting higher because of the competition coming from the new publishing groups consisting of different small and middle size publishers. The category segmentation of Disney licensing business has become the learning model of domestic licensors. It’s more difficult to get the exclusive rights for the entire category of new projects.

Tomasz Urbaniak, Eastern Europe project manager, Egmont Polska

Victoria Xu, Manager of Rights Department, Children’s Fun Publishing, China

One of the most important challenges for 2010 will be to put through the Ehapa brand project and then to implement it into the daily work environment. Elke Schickedanz, Head of Communications/PR, Egmont Ehapa Verlag, Germany