BRANDING

52 Gold THE INTERNATIONAL INVESTMENT, FINANCE & PROFESSIONAL SERVICES MAGAZINE OF CYPRUS
Brand New
JONATHAN GABAY IS A HIGHLY RESPECTED CREATIVE BRANDING, PR AND
REPUTATIONAL MANAGEMENT AUTHORITY. ONE OF EUROPES LEADING
INDEPENDENT BRAND ADVISORS AND THE AUTHOR OF 14 BESTSELLING TITLES, HE
TAKES A PSYCHO-SOCIOLOGICAL APPROACH TOWARDS BRAND AUTHENTICITY. ON
SEPTEMBER 26, HE WILL LEAD THE BRAND CONGRESS IN NICOSIA AT THE HILTON
PARK HOTEL, WITH A TALK ENTITLED FROM THE ASHES OF RECESSION TO THE
BRAND OF SUCCESS. AHEAD OF HIS KEENLY-AWAITED APPEARANCE, HE GAVE AN
EXCLUSIVE INTERVIEW TO GOLD. By John Vickers
THE INTERNATIONAL INVESTMENT, FINANCE & PROFESSIONAL SERVICES MAGAZINE OF CYPRUS Gold 53
ANCE,
Gold: When did you first become aware of
the power of a good brand?
Jonathan Gabay: Probably at two years old.
At that age, infants begin not simply to recog-
nise brands (which amazingly enough starts
even earlier!) but they start pestering their par-
ents to buy the brands as seen on TV, heard on
the radio, recognized on the shelves and tapped
on iPads. This is an alternative reason why
those years are called the terrible twos!
Gold: What has it taken you personally to
become recognized as a brand expert?
J.G.: Whilst I have written scores of books on
the subject and worked with some of the big-
gest corporations and agencies in the world I
think that in terms of brands, most people
are experts I am really nothing special. A
baby born today is introduced to a world
of brands. The older they grow, the more
instinctively accomplished they get at recog-
nizing what is an authentic brand and what
isnt. They eventually become informed by
everything from news about corporate scandals
to the talk around the office water cooler about
the latest must have gadget. Being so informed,
todays generation and tomorrows consum-
ers including business-to-business consum-
ers are particularly challenging for intelligent
brands with reputations to keep, markets to
nurture and profits to maintain.
Gold: Presumably, the quality of the
product comes first? Can a good brand
save a bad product?
J.G.: Yes. No. Precisely! By which I mean:
Yes the product or service must be great.
No, branding in terms of logos and pro-
motions alone is not sufficient to turn
a venture into an enduring success. The
brand is something that is lived through do-
ing, thus helping people become. Precisely!
A product or service is the brand. Intrinsi-
cally, there is no separation.
Gold: Given the global market and the
huge advertising budgets allocated to
keep major brands in the public eye, how
difficult is it to establish new ones?
J.G.: Now is a great time for emerging
brands. Whilst people cherish long- estab-
lished and so trusted names, increasingly we
live in a world where people are looking for
alternatives to the establishment. Often the
nimble can react more quickly and, in many
cases, serve better.
Gold: What does it take to encourage
people to try something new?
J.G.: That is a quite a complicated one to
answer but, very broadly speaking, its all
about either boredom with what they have;
the incapacity to be satisfied with what they
have (this is different from being bored with
what they have); or the desire to have some-
thing which delivers faster, more cost-effective-
ly, more strikingly and efficiently. Ultimately,
when it comes to brands, the provider needs to
demonstrate why something is desirable. Most
of us have an idea of what we want. Sometimes
we just need someone or a brand to help us
focus our ambitions. At other times we dont
even know what we want until we are shown
it. Henry Ford [founder of the Ford Motor
Company] exemplified this when he said: If
I had asked people what they wanted, they
would have said faster horses!
Gold: In Cyprus we can take the case of
Lidl, whose products were almost all entire-
ly unknown here when the chain opened.
And yet, perhaps because of the price fac-
tor, people took a chance on unknown
brands and, in many cases, have probably
stayed with them. Is this a typical scenario?
J.G.: Lidls brand is indicative of an era. The
company has uncovered a very cost-savvy
market that is prudent either through choice or
circumstance. Lidl exploits this market whose
concern with costs is sometimes burlier than
any affinity towards a given traditional off-the-
shelf brand. However, Lidls approach is not
an all-encompassing panacea for brands. Some
World
Some
consumers
prefer products
that are beyond
the reach
of the masses
consumers prefer products that are beyond the
reach of the masses, rather as some tourists to
Cyprus are happy to pay for a five-star hotel
with a private beach rather than settle for a
more popular choice. For them, cost is not the
issue. In all cases, todays brands have to oper-
ate in a world where consumer expectations are
high. That means taking into account broader
issues including: customer service, technology,
the in-store experience, distribution, pricing,
availabilityEven a brands management
investments.
Gold: So well-known brands cannot afford
to rest on their laurels, particularly if there
is lots of competition?
J.G.: Absolutely not. But dont kid yourself
on this one. They never could. To stay in
business you have to seriously deliver on a
promise, rather than casually promise to de-
liver. Equally, you have to understand that a
geographical share of market is not the same
as a share of minds. In a world that is striving
to find or, if you like, to re-establish a sense
of brand identify local hearts can persuade
global minds.
Gold: Lets take another globally popular
example. What would happen to sales of
Coca-Cola if the company decided not to
advertise for, say, a whole year?
J.G.: You might think I am going a little
off track here but to answer your question,
lets explore two completely different kinds
of global brands: the Roman Empire and
Byzantium (both one-time rulers of Cy-
prus). Each believed that their brand was
eternal and insuperable. Yet even their mag-
nificent legacies eventually turned to stone. A
brand, whether political, social or commer-
cial, can never become so arrogant that it rests
on its laurels. By continuously being relevant
and having a finger on the pulse of peoples
genuine concerns, it retains its position as a
leader. The principles of such a brand are far
54 Gold THE INTERNATIONAL INVESTMENT, FINANCE & PROFESSIONAL SERVICES MAGAZINE OF CYPRUS
more resounding than any internationally
familiar logo alone. In my next book, Brand
Psychology, I explain the importance of how to
intelligently remind people of a brands val-
ues without overwhelming consumers with
hype. In todays globally cynical world, such a
tactic alienates people.
Gold: Is there a single thing that you can
describe as the key to a successful brand?
J.G.: Authenticity both in deed and convic-
tion.
Gold: Apart from areas where technology
has outpaced certain companies (Kodak,
Nokia, etc.), are there clear reasons why,
once a brand is established, it may not sur-
vive?
J.G.: Every brand has a belief. Faith in that
belief is manifested through the brands
actions and communications online, of-
fline, in the media, at premises, by taking
responsible decisions on behalf of stakehold-
ers, ensuring that employees are engaged,
suppliers fairly treated, factories run safely,
products built for purpose, services delivered
and so on. Through practicing such faith, a
brand realises its mission. The brands belief
becomes empowered to give hope (a brands
vision) to everyone connected with it, in-
cluding, consumers, followers, supporters,
shareholders and so on. However, should
the meaning, practice and integrity of that
faith be compromised or worse (lost), any
purported authentic belief becomes revealed
as being little more than transparent deceit.

Gold: How important is it to be seen to
be improving (new formula! etc.) while
sticking to the established model that at-
tracted customers in the first place?
J.G.: The familiar reassures some people
while others are itching for change. Through
shrewdly nominated brand lines and exten-
sions, brands can cater for all tastes. How-
ever, if a brand is stretched too far like a
rubber band it snaps.
Gold: How have advertising channels, by
which we gain our information and percep-
tions of brands, changed over the years? Do
you foresee traditional advertising (press,
TV, billboards) platforms being totally
replaced by online and social media in the
future?
J.G.: From the Guttenberg Press to Google
algorithms, message platforms have always
been constantly changing. Core messages
remain constant such as informed percep-
tions about ourselves and how brands help
realise those human needs, fears and aspira-
tions. All of these sensibilities are communi-
cated by brands on pages, websites, posters,
TV ads, point of sale, Apps all designed
to deliver answers that support enduring
dreams, hopes and practical wants.
Gold: Is there a standard life expectancy for
a good brand? In 20 years time, for exam-
ple, will the top 10 brands in the world be
the same as today?
J.G.: I used to work at a global advertising
agency which would accept nothing less
than being the biggest and the best. How-
ever, in being first, as well as conducting
standard best practices, you are continually
on the defensive. Coming second some-
times has its merits. (Avis cars used to have
a slogan that read: We are not first you
are). The guy in front isnt just spotting
hazards ahead, but helping you decide
whether or not to stay on the same road as
he is on. Just as your eyes are on that guy in
front, so consumers have their eyes on you.
They are checking to see whether branded
corporations, organisations, products, ser-
vices, parties, institutions even the clergy
should remain on their most admired list
this time next year.
BRANDING
Ultimately, when it comes to brands,
the provider needs to demonstrate
why something is desirable
The Brand Congress takes place on 26 September 2014 at
the Hilton Park Hotel, Nicosia. It is organised by IMH.
Tel: 22505555 | e-mail: events@imhbusiness.com
Website: www.imhbusiness.com