The automobile magnate and senior vice president financier Walter Frey states, "Perhaps it is time for a new knife-wielding advertisement."
■ Meeting someone who still knows how to provoke a reaction.
By Robin Schwarzenbach, Daniel Fritzsche- Neue Züricher Zeitung, translation AutoNews24
■ The boss welcomes guests in the spacious meeting room on the third floor. The room features leather armchairs, a long wooden table, a panelled ceiling, and, in the background, the bust of his father. Located at the headquarters in Zurich Altstetten, this room exudes a sense of history. Emil Frey AG is celebrating its 100th anniversary, reflecting on a long tradition.
The company has had only two owners throughout its history: Emil Frey and his son Walter, who took over management in 1969. Walter is still the sole shareholder and chairman of the board of directors. Under his leadership, the family business has grown into one of the largest car dealers in Europe.
■ Walter Frey has held many roles throughout his life: racing driver, car salesman, president of the SVP (Swiss People’s Party) in Zurich, member of the National Council, parliamentary group leader for the SVP in the Federal Parliament, financier, and sports promoter. Without his influence, the ZSC Lions ice hockey team might not exist, and the city likely would not have a dedicated ice hockey stadium. For Frey, however, the company always comes first, as he states in his role as chairman of the board of directors.
Although Frey rarely speaks to the media these days, at 81 years old, he has made an exception for this conversation.
■ Mr. Frey, how much of Emil Frey do you have in you?
Over 50 percent. I have always aimed to run the company in his spirit.
What did he provide you with during your childhood and youth as a businessman?
I was allowed to help out at the company occasionally during the holidays, which allowed me to observe him in action. My father was very meticulous; he carefully selected the goods he installed in his cars. He consistently sought to provide an economic advantage for the customer, focusing on affordable solutions with good quality. This had a significant influence on me.
■ You started out as a car salesman in the company. Does that suit you?
Yes, it did. I sold a car that I truly enjoyed driving back then: a Mini Cooper S. It featured the latest technology, including a transverse engine and front-wheel drive. I even raced this car, which helped me improve my skills. I also had the opportunity to observe my colleagues, one of whom was a true British gentleman. He shared an important lesson with me: "You don't have to demonstrate how well you can drive. Instead, you need to show customers how well they will get along with the car you want to sell them."
■ What distinguishes a good car salesman from a bad one?
There's a simple answer: the good ones sell a lot, and the bad ones sell little.
You were 26 when your father gave you the management of the company. Bosses who step back a bit but still get involved in the family business can be a burden for their successors. How was it for you?
It was utterly harmonious. My father let me do what I wanted. He gave up his responsibility. But he was there to advise me. We never clashed until he died in 1995. It was always about business. Everything else was secondary.
■ You didn't want to do anything different to him?
The text is not about philosophy. I came across a 1935 letter from my father addressed to his customers, signed "Emil Frey, mechanic," in the company files. I decided to include this letter in our company's constitution. Every employee, regardless of location, must sign it when they start working with us.
■ In the letter, your father promises to sell his customers "only real quality goods at modest prices." Are these principles still effective today in the highly competitive, high-price market of Switzerland?
Yes, they are. We must continue to strive to purchase quality products at low prices to meet our customers' needs. Sometimes, we succeed, and sometimes, we do not achieve the desired outcome. Factors such as exchange rates can work in our favour, while at other times, they can increase the cost of our vehicles. Interest rates and supply chain issues also play a significant role in our business operations.
We have made mistakes along the way. For instance, we once introduced vehicles from a startup, despite our intention to focus on products from well-known brands. Unfortunately, that company ultimately went bust. However, sometimes taking risks is necessary.
■ But if you buy a Mercedes or a Bentley from you, you pay accordingly.
Everything is relative. These are premium brands, and they have cultivated their image accordingly.
You can look back on a hundred years of company history. What was the most difficult phase in this long period?
The Second World War. We couldn't sell cars because there was no more petrol. So we made bicycles and heating coils on wheels. The company survived, even though my father did 800 days of active service. After the war, we were lucky. British industry had survived, the factories in Germany, France and Italy had been bombed. We had two or three good years thanks to our British brands Austin and Jaguar. Things were less good in the 1950s, as the car industry in neighbouring countries was functioning again, and we couldn't keep up with our pre-war models.
The company then expanded, and you became the first general representative of Toyota in Switzerland. The 1960s were a significant yet confusing period. Our British partners wanted to terminate the contract with us, arguing that something other than a Japanese brand alongside Jaguar would be feasible. However, we proceeded through a subsidiary regardless.
■ What convinced you to choose Japanese cars back then?
Quality, value for money, and reliability are essential. Free trade is important, including the trade between Switzerland and Japan. I firmly support that.
However, in 1992, alongside your party colleague Christoph Blocher, you campaigned against Switzerland's joining the EEA. Why was that? After all, you also sell German, French, and Italian cars.
Yes, we sell these vehicles, but they were imported by manufacturers in neighboring countries at that time. The same arguments against the EEA also apply to the recent framework agreement with the EU. Switzerland must maintain its independence, and the democratic rights of the people must not be undermined. Politically, the opposition to the EEA resulted in a split with the FDP, which was unfortunate because, in the long run, effective center-right politics can only be pursued together.
Today, you also want to sell Chinese cars. However, the EU plans to impose punitive tariffs on electric vehicles from China because Beijing heavily subsidizes its own manufacturers. Will you proceed with your plans regardless?
Yes, I support an open market, which includes Chinese cars. Currently, electric vehicles from China have a slight advantage in the market. The USA and Europe have significant concerns about this new competition and are seeking to make these vehicles more expensive through tariffs. We operate as a trading and service company, and I believe that new products should ultimately benefit the consumer. In Germany, we have initiated a trial with the Chinese manufacturer Great Wall and its two brands, Ora and Wey, and it's performing quite well so far.
■ Are electric cars truly the future?
If it were up to politicians, electric vehicles would dominate the future because we might become resistant to new technologies. I want us to stay open to all forms of technology. There's nothing wrong with electric cars; if someone wants to buy one, they should feel free to do so. However, my enthusiasm has diminished because we still need a well-developed charging station network. Electric cars do not emit CO2.
Not that. But in Germany, electricity is produced using brown coal, which is worse than diesel engines. And there is no longer any government support for buyers of electric cars, which was 8,000 euros per vehicle. All of this is making customers feel insecure. That is a shame because there are good electric cars on the market.
■ How many electric cars do you sell in Switzerland?
Hybrid models account for around ten percent of emissions compared to petrol and diesel-powered cars. We were pioneers in selling eco-friendly vehicles, largely thanks to Toyota's hybrid offerings.
Is the car solely to blame for climate change? This debate has become quite intense. In the 1980s, cars were blamed for forest dieback, and today they are accused of causing climate change. While it is true that combustion engines contribute to climate change, and I agree that we should work towards reducing CO2 emissions, I believe it is incorrect to label cars as the only culprits in this issue.
■ As you recommended, we took the tram to your company's headquarters in Altstetten. Do you still need a car while in Zurich?
You can get around using trams and buses, or by walking and biking. However, would you take your wife to the hospital to give birth on a bike? A car provides a level of freedom that shouldn't be limited. There's always stress in heavy traffic, and this is true for many cities. However, Zurich is particularly strict regarding car traffic.
■ Do fewer parking spaces, reduced speed limits, and a car-free main station result in fewer cars on the streets?
No, you can see that it doesn't work. 30 km/h zones do not lead to a reduction in CO2 emissions; in fact, they can actually increase them. Electric cars generate less noise, so noise alone cannot be a valid argument against cars. Motorways are often opposed because they attract traffic; however, their purpose is to manage traffic flow and reduce congestion in other areas. This issue has become political.
Do you drive to the office?
Yes, I drive from Küsnacht through the city.
Is that acceptable?
Not really. It takes me about 45 minutes to travel 10 kilometres, and I believe it could be quicker.
You once said, "Transport policy is important—especially in cities. Transport policy is always economic policy as well." Does Zurich have a good economic policy?
The city’s finances are solid, and it is operating at a profit. So it’s difficult to argue otherwise. However, if you stop car traffic, in my view, you are not implementing a good policy. Of course, it does not affect everyone, but for those who are impacted, it is unfavourable.
■ Hasn't the battle for cars already been lost in Zurich?
A battle is only lost when you stop fighting. I will continue to advocate for sensible car traffic in the city, even if it is challenging in the current political climate.
Would the situation be different if the SVP had representation on the city council?
It would gradually change, but the traffic problems in Zurich would still persist.
You are an entrepreneur. Why did you decide to enter politics back then?
When I was very young, I was often invited to Bern by parliamentary committees because I was considered a traffic expert. The knowledge of traffic issues among parliamentarians was quite limited, so I thought to myself: "You don't have to keep your opinions hidden in the 'Kronenhalle' any longer; it’s time to get involved." I joined the SVP in order to make a difference. I believed I could accomplish more there than in the FDP, the establishment party that primarily wanted to maintain its hold on power.
You didn't see yourself as part of the establishment?
No, I was young and eager to make a difference. In the 1980s, the Zurich SVP was struggling, garnering only 5 to 6 percent of the vote. We then managed to increase our support to nearly 20 percent.
■ It was the "golden" era of the SVP, during which the party became the dominant bourgeois force in Zurich and nationally. We were a tough opposition, and that was necessary at the time. In the 1980s and 1990s, the city of Zurich faced significant challenges. We experienced youth unrest, and the establishment had pushed the drug crisis, as well as issues surrounding foreigners and security, to the sidelines. This is why we grew so rapidly.
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Today, the situation is different. The city party has been in decline for several years. In the last elections, it garnered only 11.5 percent of the vote. Why is that? There are plenty of issues in Zurich, such as transport policy, foreigners' policy, housing policy, vandalism, and street violence. Aren't these pressing concerns?
Yes, especially since the old problems have not disappeared. The drug issue remains unresolved; it has merely been swept under the carpet. It always comes down to the resources, the people involved, and the issues that a party chooses to address.
Camille Lothe, a one-time hopeful for the city's SVP, resigned from the party leadership in the spring after less than two years in the position. Does today's generation lack the staying power of yours?
No, the decline in voter support should not be attributed to individual people.
When she resigned, Ms. Lothe mentioned that her role as SVP president negatively impacted her job search. Have you experienced anything similar?
Of course. When you expose yourself in public life, you must be prepared for some backlash.
In the first few years after GC took over ZSC, you faced relentless boos in the Hallenstadion.
That was to be expected. Just imagine if GC were to merge with FCZ in football. I remember attending a match with my son in the third tier, where fans were smoking. One person asked me, "What are you doing here?" I replied, "I wanted to see how things were going for you." He then offered me a beer, and after that, there was silence. Especially when the ZSC Lions became champions, I want to be a president who includes everyone.
■ Would you have sold more cars if you hadn't entered politics?
Maybe. But perhaps I sold a few because I was an SVP politician.
During your time as president of the municipal SVP, you were not afraid to take risks. One example that comes to mind is the knife-wielding advertisement from 1993. Does this aggressive style reflect your personality?
That style was only deemed inappropriate when the SVP used it. Before that, left-wing and other parties had employed similar slogans and posters featuring symbols like boots, hammers, and sickles. I still stand by the knife-wielding ad today; it was my responsibility, not Christoph Blocher's. We addressed the issue directly: the rising crime rate. The only criticism I accept is that the timing of the ad's release was disrespectful, as it came just a few days after the murder of Pasquale Brumann in Zollikerberg. However, we had commissioned the ad before that terrible crime occurred and chose not to withdraw it.
In 1993, the Zurich SVP sparked outrage with advertisements featuring stabbing victims. Just beforehand, 20-year-old Pasquale Brumann had been fatally stabbed in Zollikerberg by a criminal who was on leave from prison.
■ Did you ever go too far?
Not in the matter. I was once reported for racism because of a poster that featured a lunch offer for Kosovo Albanians, against which we had called a referendum. The poster read "Kosovo Albanians No" in large letters, and we won the referendum.
Why this escalation and these provocations? When terrible things happen, you can't sugarcoat the truth. In the 1990s, there was a laissez-faire attitude in the security sector, and even today, I read about increasing acts of violence involving knives. Perhaps it is time for a new campaign addressing knife crime.
How did you experience working with the other prominent figure in the SVP, Christoph Blocher, during that time? He chaired the cantonal party while you chaired the city section.
We fought for the same cause and complemented each other well. Christoph was more visible in public, whereas I focused on bringing our people in the district parties to the forefront. For example, Mauro Tuena was the president of the Young SVP at that time. Personally, I never aspired to a career in politics.
Why did you take on these roles then? After all, you were a member of the National Council, the leader of the SVP parliamentary group in Bern, and the president of the Finance and Foreign Affairs Committee.
I felt it was my responsibility, but I never wanted to give up my business.
■ You have been one of the party's biggest donors for many years. What will happen when you and Christoph Blocher are no longer involved?
The SVP will certainly make provisions for that. The party is now more widely supported than before, and the leadership and the program are strong. That is the most important thing.
Do you know how much money you have donated to the party in total?
No, and it doesn't matter to me.
You are also a media entrepreneur and own the publishing house that produces local information papers. However, you recently sold the Zurich city editions to your party colleague Christoph Blocher. Why?
The newspapers were no longer sustainable. Revenues fell and advertisements decreased significantly. Good local journalism requires substantial financial investment. Christoph Blocher owns the "Tagblatt der Stadt Zürich," a direct competitor with the same philosophy, and there was considerable overlap. It made sense to transfer our Zurich city titles to him, but we retained our other publications.
Will it stay that way?
Yes. Serious journalism is essential in the regions and districts, not just on social media.
But definitely not as party newspapers.
We do not engage in party journalism with Lokalinfo. We see ourselves as forum newspapers where all opinions and voices can be heard. Our aim is to avoid the one-sidedness found in other publications, such as those with a red-green bias. I have never viewed newspapers as political tools, nor as charity projects. They should always be self-sustaining and profitable.
You once stated, "The older you get, the less you have to talk..."
I am proving myself wrong.
You are 81 years old. What advice do you have for your children as a parent?
I don’t say much to them. Putting pressure on them is pointless; they need to make their own experiences. My daughter and son are both on the management team of the company. She is responsible for HR, while he manages group projects, the racing department, and classic cars. Soon, they will become shareholders themselves, perhaps sooner than they expect. I have stepped back to the board of directors and try to maintain a low profile at meetings.
Are you managing to do that?
I believe I am doing quite well, yes.
Bismarck once said, "The first generation creates wealth, the second manages wealth, and the third studies art history." Are you concerned about your legacy?
No, my children understand the challenges of the future. Our industry is constantly changing, and we cannot ignore these developments; we are actively adapting to them. My daughter and son have been sharing an office for some time now. This collaboration helps them develop a mutual understanding and a sense of connection. Interestingly, it’s the same office where my father worked. After his passing, it remained empty for years, but now it serves as the perfect environment for the future of Emil Frey AG.
■ Does your CEO, Gerhard Schürmann, who is not a family member, ever contradict you?
Absolutely. Colleagues often share their perspectives, especially when they see things differently.
■ Does that happen?
Yes, all the time. Recently, I was annoyed by an advertisement that had no content. We can't just show a stylish car with lots of white space around it. It’s like throwing money out the window. The customer needs information and an incentive to buy: this is how many kilometers you can drive in this electric car, and this is how fast it accelerates! In advertising, there needs to be a hook that will grab people's attention. Oh well, the advertisement was for a special offer, they said.
Do you go to the office every day?
Yes.
Is switching off and enjoying yourself not for you?
No, I can switch off well. Although, work is good for me.
Do you still get into a racing car today?
No, for heaven's sake! That’s for the young ones. But sometimes I do get the urge. Lord, you've taken away my ability and my desire too... I imagine myself on the track when my son drifts through the curves. You never lose that feeling. We also use our racing department to develop new technologies, especially in electronics. It’s not just about fun and competition.
What’s the beauty of driving fast?
It's the feeling of being in complete control. That’s difficult to explain. When you drift perfectly and slide through the corner in a controlled manner—that's something unique. It’s about a hundredths of a second; the most minor details make a big difference. How fast can I exit the corner? How much can I accelerate on the straight? How far can I push it? That has always fascinated me.
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