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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 -
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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 -
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Together - TTogether - TTurkey - U Ukraine - U USAA-V Video on D Demand
m -WWeb - W Websites ¬¬- Y
Year- AmAmbitions - A Area - A
Audience - A Australia - BBlockbuster - B Books- B Bottom m
line - B
Bulgaria - CChallenges - C Change - C Changes - C Children - C China - CColleagues - C Comics
m -C Competences
m -CComputer
m -CCost reduction - C Croatia- CCzech - DDegree - D Denmark
m -D Developing - D Digital - E
E-Books
B -EEffect- E
England- E E-Reader
R -EExpectations - Finances - Finland - G Gamesm -G Germany
m -GGiving - GGrowth
w -
Hungary - Important
H m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - MMarketplace- M Mergers - MMovies - M Music- NNorway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - RRecession - R Roles
-R Russia - Sales - Sold - Strategy - Strong - Success - Sweden w -TThailand - T Tickets - T
Titles - T
Together - TTogether - T Turkey - U Ukraine - U USAA-V Video on D Demand
m -W
Web - W Websites ¬ ¬- YYear- Am
Ambitions - A Area - AAudience - A Australia - BBlockbuster - BBooks- B Bottom m line - B
Bulgaria - CChallenges - C Change - C Changes - CChildren -
China - C
C Colleagues - CComics
m -C Competences
m -CComputer
m -CCost reduction - C Croatia- C Czech - D
Degree - D Denmark
m -D Developing - D Digital - E
E-Books
B -E
Effect- EEngland- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - G
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m - Innovation - Initiatives - iPad - iPhone-
Magazine - M
M Manager - M Market - MMarketplace- M Mergers - M Movies - M Music- N Norway
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Thailand - T
T Tickets - T
Titles - T
Together - T Together - T Turkey - U Ukraine - UUSA A-V Video on D Demand
m -WWeb - W Websites ¬¬- YYear- Am
Ambitions - A Area - A
Audience - A Australia - B
Blockbuster - B Books- B Bottom m line - BBulgaria - C Challenges - CChange - C Changes - C Children - CChina - CColleagues - C Comics
m -C Competences
m -C
Computer
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C Croatia- CCzech - D Degree - DDenmark
m -D Developing - D Digital - E
E-Books
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m -G Germany
m -G
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m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers -
Movies - M
M Music- N Norway
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Together - TTogether - TTurkey
-UUkraine - UUSAA-V Video on D Demand
m -WWeb - W Websites ¬ ¬- YYear- Am
Ambitions - A Area - AAudience - AAustralia - B Blockbuster - BBooks- B Bottomm line - B
Bulgaria - CChallenges - CChange - C Changes - C Children - C China - CColleagues - C Comics
m -C Competences
m -CComputer
m -C
Cost reduction - C Croatia- C Czech - D Degree - DDenmark
m -
Developing - D
D Digital - E
E-Books
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R -E Expectations - Finances - Finland - G Games
m -G Germany
m -GGiving - G Growth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - MMarketplace- M Mergers - M Movies - MMusic- N Norwayw -O Online - OOrganisational change -
People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Sweden
w -TThailand - T Tickets - T
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m -W
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Y Ambitions - A Area - AAudience - A Australia - BBlockbuster - B Books- B Bottom m line - BBulgaria - C
Challenges - C Change - C Changes - C Children - CChina - C Colleagues - CComics
m -C Competences
m -CComputer
m -C
Cost reduction - C Croatia- C Czech - D
Degree - D Denmark
m -D Developing - D Digital - E
E-Books
B -EEffect- EEngland- E E-Reader
R -
Expectations - Finances - Finland - G
E Games
m -G Germany
m -GGiving - G Growth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- NNorway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland -
Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Sweden
w -TThailand - TTickets - T
Titles - T
Together - T Together - T Turkey - UUkraine - U USA A-V Video on D Demand
m -W Web - - Am
Ambitions - A Area - A
Audience - A Australia - BBlockbuster - BBooks-
Bottom
B m line - BBulgaria - C
Challenges - C Change - C Changes - C Children - C China - CColleagues - C Comics
m -C Competences
m -CComputer
m -C
Cost reduction - C Croatia- C
Czech - D Degree - DDenmark
m -D Developing - D Digital - E
E-Books
B -EEffect- EEngland- EE-Reader
R -E
Expectations - Finances - Finland - G Games
m -G Germany
m -GGiving -
Growth
G w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M Music- N Norway
w -O Online - O Organisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue -
Recession - R
R Roles - R
Russia - Sales - Sold - Strategy - Strong - Success - Sweden w -TThailand - TTickets - TTitles - T
Together - T Together - TTurkey - U Ukraine - UUSAA-V Video on D Demand
m -W
Web - W Websites ¬ ¬- YYear- Am
Ambitions - A Area - A Audience - AAustralia - BBlockbuster - B Books- B Bottom m line - BBulgaria - C Challenges - CChange -
Changes - C
C Children - C China - CColleagues - C Comics
m -C Competences
m -C
Computer
m -CCost reduction - CCroatia- C Czech - DDegree - D Denmark
m -D Developing - D Digital - E
E-Books
B -EEffect- EEngland- E E-Reader
R -E
Expectations - Finances - Finland - G Games
m -G Germany
m -GGiving - GGrowth
w -H Hungary - Important
m - Innovation -
Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - MMusic- N Norway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy -

A year of
Strong - Success - Sweden
w -TThailand - T Tickets - TTitles - T
Together - T Together - T Turkey - UUkraine - UUSA A-V Video on D Demand
m -WWeb - W Websites ¬ ¬- Y
Year- Am
Ambitions - A Area - A
Audience - A Australia - BBlockbuster - B Books- B Bottom m line - B
Bulgaria - CChallenges - C Change - C Changes - C Children - C China - C Colleagues - CComics
m -
Competences
C m -C
Computer
m -CCost reduction - C Croatia- CCzech - D Degree - DDenmark
m -D Developing - D Digital - E
E-Books
B -E
Effect- EEngland- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - G Growth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market -
Marketplace- M
M Mergers - MMovies - M Music- N Norway
w -O Online - O Organisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Sweden w -TThailand - TTickets - T
Titles -
Together - T
T Together - T Turkey - UUkraine - U USA A-V Video on D Demand
m -WWeb - W Websites ¬ ¬- YYear- Am
Ambitions - A Area - A
Audience - A Australia - BBlockbuster - B Books- BBottomm line - B
Bulgaria - C Challenges - C Change - C Changes - C Children - C China - CColleagues - C Comics
m -C Competences
m -CComputer
m -CCost reduction - CCroatia- CCzech
-D Degree - D Denmark
m -D Developing - D Digital - E
E-Books
B -E
Effect- E England- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - GGrowth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - MManager - M Market - MMarketplace- M Mergers - M Movies - M Music- NNorway
w -O Online -

transition
Organisational change - People - Passion - Platforms
O m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - RRoles - R
Russia - Sales - Sold - Strategy - Strong - Success - Sweden w -TThailand - T
Tickets - T Titles - T
Together - TTogether - T Turkey - U Ukraine - UUSAA-V Video on
Demand
D m -WWeb - WWebsites ¬ ¬- YYear- Am
Ambitions - A Area - AAudience - A Australia - BBlockbuster - B Books- BBottom m line - BBulgaria - C
Challenges - C Change - C Changes - CChildren - C China - CColleagues - C Comics
m -C Competences
m -C
Computer
m -CCost reduction - C Croatia- CCzech - D Degree - DDenmark
m -D Developing - D Digital - E
E-Books
B -
Effect- E
E England- E E-Reader
R -E
Expectations - Finances - Finland - G Games
m -G Germany
m -GGiving - G
Growth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - MMusic- NNorwayw -O Online - OOrganisational change - People - Passion - Platforms m -
Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Sweden
w -TThailand - T Tickets - TTitles - T
Together - T Together - T Turkey - U
Ukraine - U USA A-V Video on D Demand
m -W
Web - W Websites ¬ ¬- YYear- Am
Ambitions - A Area -
Audience - A
A Australia - BBlockbuster - B Books- B Bottom m line - BBulgaria - C
Challenges - C Change - C Changes - C Children - CChina - CColleagues - CComics
m -C Competences
m -CComputer
m -CCost reduction - C Croatia- CCzech - D Degree - D Denmark
m -D Developing - D Digital - EE-Books
B -EEffect- EEngland- E E-Reader
R -EExpectations - Finances -
Finland - G Games
m -G Germany
m -GGiving - G Growth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - MManager - M Market - MMarketplace- M Mergers - M Movies - M Music- NNorway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products -
Project - Publishing - Q Queue - RRecession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Swedenw -TThailand - TTickets - TTitles - T
Together - TTogether - T Turkey - UUkraine - U USAA-V Video on D Demand
m -WWeb - WWebsites ¬ ¬- Y
Year- Am
Ambitions - A Area - AAudience - A Australia - B Blockbuster - B Books- BBottom m line -
Bulgaria - C
B Challenges - C Change - C Changes - C Children - CChina - C Colleagues - C Comics
m -C Competences
m -C
Computer
m -CCost reduction - C Croatia- C
Czech - D Degree - DDenmark
m -D Developing - D Digital - E
E-Books
B -E
Effect- E England- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - GGrowth
w -H Hungary -
Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - M Movies - M
Music- N Norway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - RRoles - R
Russia -
Sales - Sold - Strategy - Strong - Success - Swedenw -T
Thailand - T Tickets - TTitles - T
Together - TTogether - T Turkey - UUkraine - U USAA-V Video on D Demand
m -WWeb - WWebsites ¬¬- YYear- Am
Ambitions - A Area - AAudience - A Australia - BBlockbuster - BBooks- B Bottom m line - B
Bulgaria - CChallenges - C Change - C Changes - C Children - CChina -
Colleagues - C
C Comics
m -C Competences
m -C
Computer
m -C
Cost reduction - C Croatia- C Czech - D Degree - DDenmark
m -D Developing - D Digital - E
E-Books
B -EEffect- EEngland- EE-Reader
R -E
Expectations - Finances - Finland - G Games
m -G Germany
m -GGiving - GGrowth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine
-M Manager - M Market - MMarketplace- M Mergers - M Movies - M Music- N Norway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - RRoles - R Russia - Sales - Sold - Strategy - Strong - Success - Swedenw -TThailand -
Tickets - T
T Titles - T
Together - TTogether - T Turkey - U Ukraine - U USAA-V Video on D Demand
m -WWeb - W
Websites ¬ ¬- YYear- Am
Ambitions - A Area - AAudience - A Australia - B
Blockbuster - B Books- B Bottom m line - B
Bulgaria - C Challenges - C Change - C Changes - C Children - C
China - C Colleagues - CComics
m -C Competences
m -CComputer
m -C
Cost reduction
-CCroatia- CCzech - D Degree - D Denmark
m -D Developing - D Digital - EE-Books
B -E
Effect- EEngland- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - GGrowth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - MMarketplace- M Mergers - MMovies - MMusic-
Norway
N w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Swedenw -TThailand - T Tickets - T
Titles - T
Together - T Together - T Turkey - U
Ukraine - U USA A
-VVideo on D Demand
m -WWeb - WWebsites ¬ ¬- YYear- Am
Ambitions - A Area - AAudience - A Australia - BBlockbuster - B Books- B Bottomm line - B
Bulgaria - C Challenges - CChange - C Changes - C Children - C China - CColleagues - C Comics
m -C Competences
m -CComputer
m -CCost reduction - C Croatia- CCzech - DDegree - D Denmark
m -D Developing - D Digital -
E-Books
E B -EEffect- EEngland- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - GGrowth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - M Marketplace- M Mergers - MMovies - M Music- NNorway
w -O Online - O Organisational change - People - Passion -
Platformsm - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Sweden
w -TThailand - T Tickets - TTitles - T
Together - TTogether - T Turkey - UUkraine - U USA A-V Video on D Demand
m -WWeb - W Websites ¬ ¬- Y
Year- Am
Ambitions -
Area - A
A Audience - A Australia - B
Blockbuster - B Books- B Bottom m line - B
Bulgaria - CChallenges - C Change - C Changes - C Children - CChina - CColleagues - C Comics
m -C Competences
m -C
Computer
m -CCost reduction - C Croatia- CCzech - D Degree - D Denmark
m -D Developing - D Digital - EE-Books
B -EEffect- E England- E E-Reader
R -E
Expectations -
Finances - Finland - G Games
m -G Germany
m -GGiving - G Growth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - MMarketplace- M Mergers - M Movies - MMusic- N Norway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run -
Products - Project - Publishing - Q Queue - R Recession - R Roles - R Russia - Sales - Sold - Strategy - Strong - Success - Sweden
w -TThailand - TTickets - TTitles - T
Together - TTogether - TTurkey - U Ukraine - U USAA-V Video on D Demand
m -WWeb - W Websites ¬¬- Y
Year- AmAmbitions - A Area - A
Audience - A Australia - BBlockbuster - B Books- B Bottom m
line - B
Bulgaria - CChallenges - C Change - C Changes - C Children - C China - CColleagues - C Comics
m -C Competences
m -C Computer
m -C Cost reduction - C Croatia- CCzech - DDegree - D Denmark
m -D Developing - D Digital - E
E-Books
B -E Effect- E
England- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - GGrowth
w -
Hungary - Important
H m - Innovation - Initiatives - iPad - iPhone- M Magazine - MManager - M Market - M
Marketplace- M Mergers - MMovies - M Music- NNorway
w -O Online - OOrganisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - RRecession - RRoles
-R Russia - Sales - Sold - Strategy - Strong - Success - Swedenw -TThailand - T Tickets - T
Titles - T
Together - TTogether - T Turkey - U Ukraine - UUSAA-V Video on D Demand
m -W
Web - W Websites ¬ ¬- YYear- Am
Ambitions - A Area - AAudience - A Australia - BBlockbuster - BBooks- B Bottom m line - B
Bulgaria - CChallenges - C Change - C Changes - C Children -
China - C
C Colleagues - CComics
m -C Competences
m -CComputer
m -CCost reduction - C Croatia- C Czech - D
Degree - D Denmark
m -D Developing - D Digital - E
E-Books
B -E
Effect- EEngland- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -GGiving - G
Growthw -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone-
Magazine - M
M Manager - M Market - MMarketplace- M Mergers - M Movies - M Music- N Norway
w -O Online - O
Organisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - RRecession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Swedenw -
Thailand - T
T Tickets - T
Titles - T
Together - T Together - T Turkey - UUkraine - U USA A-V Video on D Demand
m -W
Web - W Websites ¬¬- YYear- Am
Ambitions - A Area - A
Audience - A Australia - B
Blockbuster - B Books- B Bottom m line - BBulgaria - C Challenges - CChange - C Changes - C Children - CChina - CColleagues - C Comics
m -C Competences
m -C
Computer
m -
Cost reduction - C
C Croatia- C
Czech - D Degree - D Denmark
m -D Developing - D Digital - E
E-Books
B -EEffect- E
England- E E-Reader
R -EExpectations - Finances - Finland - G Games
m -G Germany
m -G
Giving - G Growth
w -H Hungary - Important
m - Innovation - Initiatives - iPad - iPhone- M Magazine - M Manager - M Market - MMarketplace- M Mergers -
Movies - M
M Music- N Norway
w -O Online - O Organisational change - People - Passion - Platforms m - Playstation - Poland - Possibilities - Print run - Products - Project - Publishing - Q Queue - R Recession - R Roles - RRussia - Sales - Sold - Strategy - Strong - Success - Swedenw -T
Thailand - T Tickets - T Titles - T
Together - TTogether - TTurkey
 Contents
8
3 Editorial
4 Impressive results in 2009
Egmont’s President & CEO describes 2009 as a difficult year. Read his
perspective on last year’s successes.
6 The year in review: Egmont Magazines
Hardcopy reports on divisional status, expectations and highlights.
8 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. 16
12 Fresh start for Norway’s largest magazine publisher
A major change project gave the employees of Norwegian publisher
Hjemmet Mortensen new roles.
14 The year in review: TV 2 Group
Hardcopy reports on the company’s status, expectations and highlights.
16 Sumo online in Norway
Web-streaming has become a thriving business in Norway. TV 2 Sumo
employs 18 people and generates multi-million revenue.

20
18 The year in review: Egmont Nordisk Film
Hardcopy reports on divisional status, expectations and highlights.
20 Record year for Cinemas
Most of Egmont’s companies have been affected by a drop in consumer

26
spending. Cinemas, however, are reporting capacity audiences.
22
26
The Millennium story
A chance phone call marked the start of Nordisk Film’s involvement in Stieg
Larsson’s Millennium trilogy.
24 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.
26 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.
30 The year in review: Egmont Kids Media
Hardcopy reports on divisional status, expectations and highlights
34 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.
36 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.
40 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.
42 Going digital
Meet the three new digital media managers, Christian Folden Lund, Cato
Broberg and Jørgen Nilsson.

40
 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

Steffen Kragh,
Koncernchef
Colophon

editor co-ordinator Photo Niels Henrik Dam/1st shot

Jan Sturm Susanne E. Olrik Steen Brogaard Martin Willners
sturm@egmont.com olrik@egmont.com SXC Krister Hansson
Egil Nordlien Bo Nymann
editor responsible Layout Bjørn Inge Karlsen Linda Alfvegren Corporate Communications
under Danish press Pia Klinkby Martin Stampe Martin Dam Kristensen Vognmagergade 11
law klinkby@egmont.com Thomas Fredberg Bjørn Bertheussen 1148 Copenhagen K
Mika Bildsøe Lassen Agnete Schlichtkrull Jens Juncker Jensen Denmark
mbl@egmont.com Printing Henrik Bülow Telephone +45 33 30 55 50
Rosendahls Bogtrykkeri A/S Steen Evald

3
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
N
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 far-
reaching 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,
in
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
“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
5
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.
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.  ▀
 he year in review
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. Hendes Verden supports
a good cause
In connection with the campaign
What was satisfactory in 2009? launched by Save the Children
It was wonderful to see how well our strong brands perform, despite challenging market Denmark against infant mortality
in Africa – ‘Give a hat and save
conditions, and that we managed to maintain our market positions. a child’ – the Danish women’s
weekly Hendes Verden invited
readers to knit baby hats for the
Which were the highlights of 2009? organization. Pictured here are
Our employees have been very flexible, and having accomplished the ambitious plans crafts and fashion editor Inga
Walløe Pantzar (left) and layouter
laid in 2008, to implement the new “Hjemmet Mortensen” in Norway, and to merge Marianne Birch-Rasmussen (right).
our Swedish magazine companies, as scheduled in 2009, our results actually exceeded
expectations.

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.
Kudos to Vi Menn journalist
Which digital initiatives During the Nordic Media Days in Bergen in May 2009,
do you expect the most of in 2010? Ole Olsen from men’s magazine Vi Menn received
an award for his article about alcoholism. The article
We have launched many interesting initiatives, and it is no secret that it has brought was described as demonstrating good journalistic
craftsmanship – exactly the type of critical journalism
financial strain on us. I expect us to create new, sustainable income channels in this area for which Vi Menn is known.
in 2010, efforts that are already well in progress, and furthermore, that digital platforms
will become an integrated element in our brands.

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

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.
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.
 Swedish magazine
publishers merg

Mats Lagerholm, Sales

Director studies next weeks
magazines together with
editor-in-chief Ulla Carle.
ne
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
I
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 Norwegian-
owned 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
9
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
10
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 The decision to merge the two companies
appointed editor-in-chief. “I’ll never forget my first day at the Egmont office Hjemmet Mortensen and Egmont
in Malmoe. When I was hired, I thought I was going to meet the management Tidskrifter was made last year. The
entities have since teamed up, making
group. But instead I was given the grand tour and introduced to all the staff
the most of their synergies. The merger
and spoke to each and every one of them. I may only have chatted with each will be legally implemented in 2010.
individual for three to five minutes, but I probably spoke to about 40 people that Generating revenue in excess of half
day. That gave me a wonderful sense of belonging.” a billion SEK, Egmont Tidskrifter now
“I am the editor-in-chief of a magazine, about which everyone has an ranks among the four largest magazine
opinion. Whenever I meet family and friends, someone has always read one of publishers in Sweden. The company, with
managing director Per Kjellander in front,
the articles, or has a comment on the magazine. It gives me a special sense of
publishes 27 titles in Stockholm (including
pride and a wonderful feeling to know that what we do every day is read by so five independent web titles) and three
many,” says Håkan Ström. titles in Malmoe.
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.

Ulla Carle,

Husvagn & Camping editor-in-chief

for 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.”

11


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

I
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.

12
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 open-
plan, 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
13 Berentsen.
 he year in review
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 Election to the Norwegian
Parliament in 2009
convinced me that we can renew the growth and development. During Norway’s parliamentary election, TV 2’s
election team used video clips and Twitter feeds,
to collect information for its “Velgerguide”, which
What was your greatest challenge? kept voters up to date on the position of the 3,688
It was handling the decrease in income, and making it stop! Competitors usually take candidates.

advantage of a weakened market position. Here, at the beginning of 2010, I see that
we have unquestionably regained our competitive boundary.

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 pay-
product 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.
he

‘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
wegian ‘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 2’s web and IPTV service.

By Johanne Viken Sandnes

W
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.
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
TV 2 Sumo?
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.
1997 2002
TV 2 Sumo was The first subscription
developed in-house was sold in April
at TV 2. The channel 2002.
went live, web-wide,
in 1997.
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.  ▀
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.
Growth on
several platforms
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.
2004 2005 2007
TV 2 Sumo earned Sumo has run The channel was
subscriber-generated computer, IPTV and named ‘Sumo’ in
revenue of NOK 10 mobile operations 2007
million in 2004 since 2005.
17
 ear in review:
The y

Egmont Nordisk Film

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 Success for kino.dk
a restructuring process that saved us around DKK 100 million. Simultaneously, the In just 20 days 20,000 Danes downloaded the first
version of the new Kino.dk application for iPhones.
business units have shown great enterprise and dedication and hard work, so overall A version 1.1, already in the pipeline, will allow users
we emerged from the year with an amazing result. to view trailers on their mobile phones – all steps
towards the ultimate goal of selling cinema tickets via
mobile phones.
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.

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.

19
 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

W
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.  ▀

20
 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 Ilsøe

As executive producer of the

Millennium titles, Lone Korslund
received kudos for her handling
of Nordisk Film’s investment in
the project.
22

D
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
The Swedish premiere of the Millennium
TV series is set for spring 2010, while
Norway and Denmark will have to wait
until autumn.
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.  ▀
23

The year in review:
Cappelen Damm
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.
The year in r
eview:
Lindhardt & Ringh
Anette Wad
Managing Director
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.
nghof
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 prize-
winning debut novel, Før stormen
[Before the Storm], is now being
published in Norway, Sweden and
on Germany.
al Gitte Nielsen’s memoirs
Cheek to cheek kissing and memoirs were exchanged
to 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 editor-
in-chief Jeppe Markers were among the hundreds of
journalists, celebrity guests and business connections
who turned up to celebrate the event.

rly
e
he

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.

oved

Alinea won the Learning

Material Award
Every year the Danish Ministry of Two princes and a princess on a
Education hands out five prizes, Polar expedition
s in including the so-called Learning Material The heirs to the thrones of Norway, Sweden and
Award, given to a learning product Denmark have fearlessly defied snow and ice more
he of exceptionally high quality. Three than once, to journey to Svalbard and across the
wn nominees share the award, which Greenland icecap. In 2009 their adventure was
amounts to DKK 85,000. In 2009 two captured in words and pictures in Tronarvingernes
rom of the prize-winners were Tanja Jessing Polarrejse, published by Cappelen Damm and
nd and Annette Schmidt from Alinea, who Lindhardt & Ringhof.
received the award from Bertel Haarder,
the Minister for Education, for their
Rund um: Værkstedskasse.

nse
o
e

es.

hof
n of
n
ail The Baroness’ cookbook
on In 2009, Caroline Fleming,
Denmark’s favourite TV baroness,
op published a cookbook, Baronessen
går i køkkenet [Baroness in the
o
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.
 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 ‘an electronic version of a printed
book that can be read on a personal computer or a handheld device specially designed
for this purpose’. 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.
B
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-and-
egg 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,
27
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.  ▀
 at the peak
Publishers
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
C
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.
Karin Mundal, Publishing Director The warm and welcoming book café
for General Literature
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
28
A
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

I
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.  ▀

29
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). Innovation
Idea Manager, Tony Jørgensen, with a
thoughtful look, during a training session
What was your greatest challenge?
held for new Idea Managers in April 2009,
We have had to carry out restructuring measures in Scandinavia and said goodbye to as part of the in-house ‘innovations boot
camp’ in Copenhagen.
many colleagues, for whom I wish the very best.

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.
 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.

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
site May. From left to right: Marianna Oancz, György
or The 39 Clues Babos, Henrik Højsholt Nielsen, Frank Knau, Jacek
est Website of the Beldowski, Ágnes Tompa, Katalin Vas, Gyula
vertising category, Tarjányi, Greg Marik and Csilla Steidl.
on BG SITE 2009 in
 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.  ▀

© Serieforlaget 2009
 Although the first Petzi cartoon strip appeared almost 60 years ago, the stories
Spontaneously, wellingtons, about the pancake-eating bear and his friends remain brightly alive today.
egg boxes and family New cartoons and full-length stories are still being produced – written and
restaurants do not seem illustrated today by Per Sanderhage, in the original graphic style created in
to have much in common. 1951, by Petzi’s ‘father’, Vilhelm Hansen.
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.

“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

H
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.

34
 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 second-
largest publisher of children’s books.

After its best year ever, there

is plenty of room for smiles
and laughter in Children’s Fun Children’s Fun Publishing’s employees are
Publishing. Marketing Executive gathered in a group picture.
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 As the name suggests, Happy Goat is always happy and positive,
through a year of international crisis,” Mingliang Hou explains. and the cleverest goat in the group of friends, who live in Goat
Village – Slow Goat, Lacy Goat, Brave Goat and Beautiful Goat.
A breakthrough year Their neighbour, Big Big Wolf, has a one-track mind though:
catching and eating Happy Goat and his friends. Big Big Wolf and
Egmont has experienced constant growth during its 15 years Happy Goat have done battles on Chinese television screens since
in China, and is now a leading publisher of children’s magazines 2006. Last year, the first film animation was released in Chinese
cinemas, and in September, Egmont launched a magazine version
and books, as well as of educational materials. According to the
with a circulation of 110,000.
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.”  ▀

35
 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
N
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
“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,
36
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.”
Internal information crucial
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.  ▀
 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.
37
 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

U
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

E
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.”
A lesson for others
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.

39
 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

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
to solve problems in the areas where
the Egmont Foundation is engaged?
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

Zentropa Entertainments26 Humlehave school, Vollsmose:

Grenen: Project: ‘Listen ApS: ‘Limboland’ (ethnic Girls with go – extra-curricular
to me’ (project in a youth integration project) Dannerhuset: School sport activities
residential institution for project for children, who
young criminals) EUR 57,100 are victims of violence EUR 121,000
EUR 65,300 EUR 168,000

Selected projects
 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.
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 EUR 766,000 + EUR
bereavement centre 52,000 for preliminary project
EUR 1.1 million
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.  ▀
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
Byen i Balance, Vejle local
authority: ‘Walk of fame
Fisken: Developing and and paving stones of
embedding the after-school job
agency for ethnic youth
friendship’
EUR 10,000
EUR 128,000
 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
Name: Christian Folden Lund
E-mail address: christian@kino.dk
Age: 33
Country: Denmark
Civil status: Married to Sofie, William Emil’s
‘bonus dad’, Flora’s dad, and a
new baby on the way.
Professional Professional background: MSc
background: (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.
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 Bornholm, New York
destinations:
Favourite food: Lots – I have a liking for
chanterelle mushrooms.
42
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.
Favourite app: Currently Moodagent
Websites that I Eb.dk, business.dk, journalisten.dk,
check daily: borsen.dk, mediawatch.dk, Kino.
dk, techcrunch.com,
guardian.co.uk, facebook.com,
twitter.com, economist.com,
wired.com.
Favourite Egmont I am a movie buff
product:
Favourite game Have a weakness for Derby (in
spite of being all analogue).
Favourite film: The Godfather
My latest Tweet Finally - Kino.dk iPhone app 1.0
(on Twitter): ready for download.
My latest 1) pleased at the progress Kino.dk
Facebook status is making: http://mediawatch.dk/
update: artikel/de-vandt-netkaploebet-i-
2009. 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.
 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: 37 Age: 38
Country: Norway Country: Norway
Civil status: Cohabiting, one daughter. Civil status: Married and father to a 3½-year-
Professional Civil engineer (information old boy
background: systems), have worked as a Professional Bachelor in business
management consultant, Orkla background: administration from California
Media. State University and two years
Hobbies: Windsurfing, outdoor pursuits with Egmont.
and saltwater aquaria. Hobbies: Skiing, golf and water activities
Favourite travel The Caribbean Favourite travel Cabin in Sweden and mountains
destinations: destinations:
Favourite food: I enjoy Asian and French food Favourite food: Lobster
Hero: No single person, different Hero: Steve Jobs
people in different categories.
Favourite gadget: iPhone
Favourite gadget: iPhone
Favourite app: Spotify
Favourite app: Drink Wine
Websites that I www.woot.com,
Websites that I Kampanje.com, Techcrunch.com, check daily: www.techcrunch.com,
check daily: Nettavisen, Klikk.no, springwise. www.spezify.com,
com www.spotify.com,
Favourite Egmont Jigsaw puzzles – so that makes www.voddler.com
product: me a good dad! Favourite Egmont Pondus
Favourite game: Chess, but I rarely play product:
Favourite film: Star Wars Favourite game: Super Mario
My latest Tweet I follow others but don’t Tweet Favourite film: The Godfather
(on Twitter): myself My latest Tweet Check Egmont’s new app
My latest I generally keep up to date but (on Twitter):
Facebook status keep my status to myself My latest Holmenkoll-marathon here we
update: Facebook status come!
update:

43
 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.
Tomasz Urbaniak, Eastern Europe project manager, Egmont Polska
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.
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