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2 DENTAL TRIBUNE Pakistan Edition March 2016 Publisher/CEO Syed Hashim A. Hasan hashim@dental-tribune.com.pk Editor Clinical Research: Dr. Inayatullah Padhiar Editors Research & Public Health Prof. Dr. Ayyaz Ali Khan Editor - Online Haseeb Uddin Designing & Layouting Sh. M. Sadiq Ali Dental Tribune Pakistan 3rd floor, Mahmood Centre, BC-11, Block-9 Clifton, Karachi, Pakistan. Tel.: +92 21 35378440-2 | Fax: +92 21 35836940 www.dental-tribune.com.pk info@dental-tribune.com.pk Dental Tribune Pakistan cannot assume responsibility for the validity of product claims or for typographical errors. The publisher also does not assume responsibility for product names or statements made by advertisers. Opinions expressed by authors are their own and may not reflect of Dental Tribune Pakistan. Group Editor Daniel Zimmermann newsroom@dental-tribune.com Tel.:+44 161 112 1830 Clinical Editor Magda Wojtkiewicz Online Editors/Social Media Manager Claudia Duschek Editor Anne Faulmann Editorial Assistant Kristin Hübner Copy Editors Sabrina Raaff Hans Motschmann Publisher/President/CEO Torsten Oemus Chief Financial Officer Dan Wunderlich Chief Technology Officer Serban Veres Business Development Manager Claudia Salwiczek-Majonek Jr. Manager Business Development Sarah Schubert Project Manager Online Tom Carvalho Event Manager Lars Hoffmann Education Manager Christiane Ferret International PR & Project Manager Marc Chalupsky Marketing & Sales Services Nicole Andrä Event Services Esther Wodarski Accounting Services Karen Hamatschek Anja Maywald Manuela Hunger Media Sales Managers Matthias Diessner (Key Accounts) Melissa Brown (International) Antje Kahnt (International) Peter Witteczek (Asia Pacific) Weridiana Mageswki (Latin America) Maria Kaiser (North America) Hélène Carpentier (Europe) Barbora Solarova(Eastern Europe) Executive Producer Gernot Meyer Advertising Disposition Marius Mezger Dental Tribune International Holbeinstr. 29, 04229 Leipzig, Germany Tel.: +49 341 48 474 302 | Fax: +49 341 48 474 173 info@dental-tribune.com | www.dental-tribune.com Regional Offices Asia Pacific Dental Tribune Asia Pacific Limited Room A, 20/F, Harvard Commercial Building, 105–111 Thomson Road, Wanchai, Hong Kong Tel.: +852 3113 6177 | Fax: +852 3113 6199 The Americas Tribune America, LLC 116 West 23rd Street, Ste. 500, New York, N.Y. 10011, USA Tel.: +1 212 244 7181 | Fax: +1 212 244 7185 International Imprint The importance of brand and own reputation—from real daily life to the web e usually associate the term ‘brand’ with a product that has a unique, consistent and well- recognised character (i.e. Coca-Cola, BMW). These brands conjure up images in the minds of consumers. Large organisations work hard to raise the power and status of their brands and guard them carefully against unlicensed use or unfair imitation. The American Marketing Association (AMA) defines a brand as a “name, term, sign, symbol or design, or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of other sellers”. Therefore, it makes sense to understand that branding is not about getting your target market to choose you over the competition, but it is about getting your prospects to see you as the only one that provides a solution to their problem. Looking out into the world today, it is easy to see why brands are more important now than at any time in the past 100 years. Brands are psychology and science brought together as a promise mark, as opposed to a trademark. Products have life cycles. Brands outlive products. Brands convey a uniform quality, credibility and experience. Brands are valuable. Many companies put the value of their brand on their balance sheet. Why? Well you do not have to look very far. In today’s world, branding is more important than ever. But you cannot simply build a brand like they did in the old days. You need a cultural movement strategy to achieve kinetic growth for your brand. With that, only the sky’s the limit. What sells Chanel when it produces a cosmetic? A cream or a dream of beauty? What does the Perugina brand sell when it produces the ‘Bacio’? A chocolate or a feeling? What sells Ferrari when it produces the 458: car or social status? What sells Starbucks when opening its stores? A coffee or a third place between home and work? The list goes on with many examples. Branding is fundamental. Branding is basic. Branding is essential. Building brands builds incredible value for companies and corporations. If you are still not convinced, let me give you another example. The dollar is a world brand. In essence it is simply a piece of paper. But branding has made it valuable. All the tools of marketing and brand building have been used to create its value. On the front you will find the owner of the brand: the Federal Reserve. There is a testimonial from the first President of the United States, George Washington. There is a simple user’s guide: “This note is legal tender for debts public and private”. And if you are still not convinced, the owner has added the all- important emotional message: “In God We Trust”. The dollar is a world brand. It confers a uniform value globally. But, as I said, it is really just a piece of paper. Branding has made it worth something. I mentioned earlier that brands are more important today than in the past. There are a few reasons for this. Firstly, the world has come online and there are many new markets and a growing middle class in places such as India, China, Brazil, Russia, South Africa, Nigeria, Indonesia and in many more places. These consumers buy brands. They buy premium brands. The best branding today is based on a strong idea. The best brands have remarkable creativity in advertising to help them break through people’s wall of indifference to create brand heat and product lust. A case in point is the recent turnaround of Chrysler and its reliance on marketing and advertising. Or look at the reinvention of Levis.Afinal example is a campaign by my own agency, which has helped reenergise one of America’s great iconic brands—Jim Beam. Developing a corporate brand is important because a positive brand image will give consumers, and other interested stakeholders, confidence about the full range of products and activities associated with a particular company. • Essence: A single, energising central idea; it is the heartbeat of the organisation. • Values: What the organisation believes in and stands for. • Personality: The traits and qualities that distinguish your organisation as being different. Behaviour: The actions associated with values and personality. • Relationships: The internal and external rules of engagement. • Value Proposition: The offer that is made to customers, the point of difference and why it matters. The sophisticated strategy is a cultural movement strategy. I believe that building brands now requires a cultural movement strategy as opposed to simply a brand building strategy. A cultural movement strategy can accelerate your brand’s rise to dominance. Once you have cultural movement, you can do anything in a fragmenting media environment, maximising the power of social media and technology. The world has changed. We are now living in the age of uprisings and movements. I have written about how to build a brand in this new age in my new book Uprising. These days, building brands has become a lot less expensive and smart brands can take advantage of new tools and rocket up there globally, very fast.Acommon interpretation is that a brand is the promise that is made to customers. Or, the brand is not what you say it is, but what your customers say it is. While these views are legitimate ways of helping to understand a brand, an- actively-managed approach makes a brand more tangible and provides it with structure. Company branding is the most efficient way to show potential customers what your business is about. It is reflected visually via the logo and company design elements, as well as through verbiage in marketing materials, slogans and informational copy. According to Fast Company magazine, “The brand is a promise of the value you’ll receive”. In the face of the current economic challenges, it is worth noting that brands do better in tough times compared to unbranded products. Brands outlive product cycles. And in these challenging times, there are still great brands being built. Brand owners still recognise opportunity and their brands will thrive in the years ahead. No branding, no differentiation. No differentiation, no long-term profitability. People do not have relationships with products, they are loyal to brands. In a movement strategy, brands have a purpose that people can get behind. Brands can inspire millions of people to join a community. Brands can rally people for or against something. Products are one dimensional in a social media enabled world, brands are Russian dolls, with many layers, tenents and beliefs that can create great followings of people who find them relevant. Brands can activate a passionate group of people to do something like changing the world. Products cannot really do that. Brands have to contain: • Uniqueness: utilise your branding to set yourself apart from your competitors. To do this, analyse what you do best and consider you target demographic. Use graphics and word choices that clearly reflect your business to your target audience, hence your brand. Use your branding to deliver clear messages. Continued on page 12 W PRACTICE MANAGEMENT By Richard H. Nagelberg, DDS Tel.: +922135378440-2 | Fax: +922135836940 Tel.:+441611121830 Tel.: +4934148474302 | Fax: +4934148474173 Tel.: +85231136177 | Fax: +85231136199 Tel.: +12122447181 | Fax: +12122447185