Post on 03-Jan-2022
Evolving Marketing @ Dentsply Sirona
Q4 2020
Full Version
Purpose
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Introduce McCann Health as our New Agency of Record
Provide guidance on agency engagement process
Communicate Positioning framework for use at Dentsply Sirona
Introduce Brand Architecture and update changes to Brand Guidelines
Content
Topic Objectives SME Owner
Agency Engagement Who are McCann and why were they chosen?
When and how to engage McCann
Brief writing templates
Joe Goldstone
Product Positioning Framework
Defining Target Audience and Frame of Reference
Points of Difference vs Tagline
Positioning vs Communication Strategy
Chidam Chidambaram
Brand Architecture & Visual Guidelines What is the DS Brand Architecture?
How have Visual Guidelines changed?
Rachel Kriester
Agency Engagement
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Why McCann?
• In 2018, Dentsply Sirona engaged with more than 75 agencies around the world. Such a broad spread of engagement creates inefficiencies of scale in spend and quality of creative.
• McCann Health will provide support for all Product Groups, as well as US and Germany CCOs through their locations in New Jersey, London and Frankfurt, supported by their team in Sao Paulo.
• By channeling our core work through a single, global agency, we will be able to enjoy greater spend efficiencies and a higher quality of strategic and creative support across the company.
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When to engage McCann
• McCann Health (MCH) is a full-service agency who will be engaging with Dentsply Sirona from their locations in New Jersey and London, supported by teams in Frankfurt and Sao Paulo.
• MCH will provide full support for all origination projects, from launches of new product lines and line extensions through brand development and portfolio management programs, to major commercial campaigns (e.g. Healthy Practices Healthy Smiles, DS World, OneDS, DS Live etc.).
• In certain cases it may still be more economical to engage with freelancers or local agencies for smaller adaption projects, such as creating campaign assets (i.e. Banners, Pop-ups, Social Media posts) using existing artwork and key visuals for an existing campaign or updating existing brochures with new photography.
• For the US CCO, all non-McCann work should go through Upwork.
• Corporate Procurement will work with Corporate Marketing to expand Upwork to US based PGs and then onto EU PGs.
• In meantime, use existing approved agencies (these can be confirmed via Corporate Procurement).
• When in doubt, assume McCann. Confirm with Corporate Marketing.
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Rodney Sexton
Planning Director
Mike Nuchols
Creative Lead
Mike Koch
Account Lead
Matt Levy
Project Manager
Jeff ErbMedia
Gill Walker
Client Lead
Maria CiranniSenior Strategist
Zahid Siddique
Expert Lead
Matt Levy
Project Manager
Gordon ClarkEngagement
All ProjectsUS CCO
leadership
Marissa
Liebermann
Project Lead
Eric Vollmuth
Account Lead
Corporate
New Jersey – Corporate, US CCO & US PGs
Sheetal Modi
Account Lead
Nestor Galeano
Project Manager
SureSmile
TBD
Account Lead
TBD
Project Manager
Consumables
Eric Vollmuth
Global Client Lead
Parrus Doshi
Planning Director
Guy Swimer
Creative Lead
Joao Salazar
Account Lead
Gavin Tormey
Senior Art Director
Pauline Albert
Designer
Alex Frew
Client Lead
Lee Menzies-
PearsonSenior Strategist
Zahid Siddique
Expert Lead
TBD
Project Manager
Jamie Welsh
Copywriter
All ProjectsImplants/CEREC
leadership
Tatiana Court
Project Lead
London – EU PGs
TBD
Account Lead
TBD
Project Manager
Equipment & Instruments
TBD
Project Manager
Consumables
Eric Vollmuth
Global Client Lead
Parrus Doshi
Planning Director
Guy Swimer
Creative Lead
Zahid Siddique
Expert LeadAnke Schrot
Client Lead
Natalia Van den
Bout
Account Lead
Nadine Muller
Creative Lead
DACH CCO
Tatiana Court
Project Lead
Jonathon
Kukathasan
Executive Sponsor
Frankfurt – DACH RCO
Eric Vollmuth
Global Client Lead
How to Engage with McCann
• Owner – DS.
• Contains Project Background, High level objectives, success measurement, target audience, key messaging, scope of deliverables and deadline
• To be presented to McCann by project team
Briefing Document
• Owner – McCann
• McCann’s scope of work in response to DS’s briefing.
• Once scope is agreed, final project pricing to be signed off.
Scope of Work
• Owner – DS
• Should outline and price details for the project.
Purchase Order
• McCann will lead creative process
• Total process time will be dependent on the amount of assets being delivered.
Creative Process
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• Dentsply Sirona & McCann will implement a single engagement process, whereby a standard briefing template will be used to communicate project requirements.
• Each division will nominate a main point of contact (or contacts) through which communications will flow.
• A member of the Corporate Marketing team will be included on all communications to help ensure consistency for quality control and relationship management.
All briefs with a potential project value in
excess of $200,000 must be approved by
CMO prior to submission to McCann
1-2 Weeks 1-2 Weeks 1-2 Week 4-8 Weeks
Rodney Sexton
Planning Director
Mike Nuchols
Creative Lead
Mike Koch
Account Lead
Matt Levy
Project Manager
Jeff ErbMedia
Gill Walker
Client Lead
Maria CiranniSenior Strategist
Zahid Siddique
Expert Lead
Matt Levy
Project Manager
Gordon ClarkEngagement
All ProjectsUS CCO
leadership
Marissa
Liebermann
Project Lead
Eric Vollmuth
Account Lead
Corporate
New Jersey – Corporate, US CCO & US PGs
Sheetal Modi
Account Lead
Nestor Galeano
Project Manager
SureSmile
TBD
Account Lead
TBD
Project Manager
Consumables
Eric Vollmuth
Global Client Lead
Parrus Doshi
Planning Director
Guy Swimer
Creative Lead
Joao Salazar
Account Lead
Gavin Tormey
Senior Art Director
Pauline Albert
Designer
Alex Frew
Client Lead
Lee Menzies-
PearsonSenior Strategist
Zahid Siddique
Expert Lead
TBD
Project Manager
Jamie Welsh
Copywriter
All ProjectsImplants/CEREC
leadership
Tatiana Court
Project Lead
London – EU PGs
TBD
Account Lead
TBD
Project Manager
Equipment & Instruments
TBD
Project Manager
Consumables
Eric Vollmuth
Global Client Lead
Parrus Doshi
Planning Director
Guy Swimer
Creative Lead
Zahid Siddique
Expert LeadAnke Schrot
Client Lead
Natalia Van den
Bout
Account Lead
Nadine Muller
Creative Lead
DACH CCO
Tatiana Court
Project Lead
Jonathon
Kukathasan
Executive Sponsor
Frankfurt – DACH RCO
Eric Vollmuth
Global Client Lead
Points of Contact - Briefing
DS Business MH Lead (To) MH Account Lead (cc) MH
Relationship
DS Corporate
US CCO
Gillian.walker@mcca
nn.com
Mike.Koch@mccann.com
Eric.Vollmuth@
dentsplysirona.
com
Corporate-
marketing@dentsply
sirona.com
SureSmile PG Sheetal.modi@mccann.co
m
Consumables PG TBD
DACH RCO Anke.schrot@mccan
n.com
Natalia.vandenbout@mcca
nn.com
Implants PGAlex.frew@mccann.c
om
Joao.Salazar@mccann.co
mCEREC PG
E&I PG TBD
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Project Process & Completion
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▪ Projects will be governed via regular update calls between MCH and DS project leads.
▪ Any issues with McCann engagement (project management, work quality, etc.) should be escalated to Corporate Marketing.
▪ Project will be deemed complete when the deliverables defined within the SOW are approved by DS team, based on the criteria that they communicate the desired message to the target audience, while considering items listed in the execution parameters (i.e. DS brand character).
Briefing Format
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Basic Principles
• A well-crafted briefing enables a better-quality result and a more efficient and cost-effective process.
• All projects for external agencies must be provided using the DS Template, regardless of size.
• The author of a briefing is responsible for ensuring all stakeholders are engaged and aligned PRIOR to passing the briefing to the agency.
• Ensure alignment on WHAT the brief is looking to achieve (i.e. what we seeking to communicate).
• Avoid dictating HOW the work should be done.
• The Brief should include all deliverables and be specific, regardless of the who is delivering (i.e. a product launch brief may have deliverables for the Agency of Record, Corporate Digital Marketing and Corporate eCommerce).
• A single project may require more than one brief to allow for different sections to be addressed appropriately –that can be decided between the author and the agency. However the overarching project must always be part of the brief.
• i.e. If a new product launch is driving the re-launch of a product portfolio, the product portfolio re-launch should be includedwithin the brief, or a separate brief of its own.
• Consider language use within the brief – even an established agency may involve team members who do not have deep industry knowledge and won’t understand specific terms.
• DEFINE YOUR ACRONYMS!!! First time you write an acronym, be sure to spell it out.
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1. Background
▪ This section is to provide all basic information regarding the project at hand.
▪ In the case of a new product/solution, this should include details of the market segment, the problem being solved by the product/solution, any information regarding existing products/solutions (either DS or competitor), and relevant market data
▪ The author should consider whether the recipients of the brief have sufficient understanding of the category and provide supporting materials as needed
▪ i.e. the first time briefing an agency on a launch within the Endodontic segment should include a brief explanation on what Endodontics is separately.
▪ Explicit detail should not be needed in subsequent briefs.
▪ If needed, provide more substantial amounts of information in an accompanying file – e.g. a ppt to cover the product portfolio involved.
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2. High Level Project Objectives
▪ What is the project looking to achieve?
▪ In the case of a product launch, this may simply be the successful launch of the product to market–e.g. achieve a certain volume of sales/market share within a certain period. This objective should be for this portion of the project i.e what do you want the advertising to drive.
▪ Be clear in defining whether the objective is to address a single product or impacts a larger procedure or solution.
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3. Success Measurements
▪ How will we know if the project was successful?
▪ This should consider what the agency is actively involved in.
▪ If a product launch needs to sell 500 units in the first 6 months, and it is estimated that a 25% of qualified leads will purchase the product, the measurable is to deliver 2000 qualified leads.
▪ Qualified leads may also need defining – request for a sales demo, provide an email address for more information, log in to the Academy to take a course relating to the product.
▪ The measurement should be genuinely measurable – if the project is a campaign to increase brand awareness, is there a base level of awareness and plans to follow up on that awareness?
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4. Campaign Target Audiences
▪ This is critical for allowing the agency to address their messaging appropriately, as well as assessing the size of the task at hand.
▪ Consider demographics, psychographics, attitudes, usage/behavior(s) in defining the target audience.
▪ “GPs” as a target segment will result in high level, less relevant messaging.
▪ “GPs who are business oriented and run their own practice” or “current CEREC users in DSOs” is a more targeted message.
▪ If there is more than one target audience for the same message of if there are relevant messages to different audiences include this.
▪ The more versioning of messages the higher your cost.
▪ Prioritize your target customer segments.
▪ It is worth including all of them as the agency may be able to develop a message that can resonate with all or build a concept that can be scaled more easily.
▪ Be clear whether you want one creative to address all your targets or different pieces – it affects cost and scope of work
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5. Key Customer Insight
▪ Provide insights that will give the agency valuable information that will help make the creative effective.
▪ E.g. ( US Context) Working mom’s want to feel like they are a good mom. Having their children eat a meal completely that she had to do something to prepare makes her feel like she is a good mom.
▪ An insight is derived from facts such as a quantitative study:
▪ Emotional: “88% of dentists state that image quality is their #1 consideration when buying a radiography product” becomes “I do not want to miss anything in diagnosis. Image quality is the most important thing I care about in imaging” becomes “I feel fulfilled when I help people”).
▪ Rational: The addition of CBCT to a dental practice can increase revenue by 30% without any increase in patient volume.
▪ Insights can aid in the creating messaging, but may not be needed for every project.
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6. Key Messaging
▪ What is/are the key element(s) to be communicated?
▪ The 1st thing you do to assess creative developed is whether the key message is communicated.
▪ You need to be clear on what this message is - If more than one (not advisable) what is the hierarchy
▪ Messaging is not the same as proof point or claims, which are facts to support the message
▪ There can be a greater number of proof points and claims.
▪ The more messages you want to communicate, the harder it is to provide relevant creative.
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7. Deliverables
▪ Be clear and specific on what deliverables are expected
▪ without a clear, specific list, it will be impossible to provide an accurate scope of work and cost proposal and meet your expectation.
▪ Be clear as to whether the deliverables are unique/originals or be adapted from 1-2 key pieces.
▪ Uniquely developed pieces will be more expensive compared to adapted pieces (i.e. an ad campaign will cost more if the ads are each unique in message and visual compared to three variations on a single theme.
▪ If there is uncertainty about what is to be delivered, be clear that a proposal is needed, but this impacts the cost of strategy work.
▪ In general, this is not recommended. As client, you need to know what you want. If you do not know, how will the agency read your mind?
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8. Execution Considerations
▪ What limitations or considerations need to be taken into account when executing this project?
▪ Always:
▪ DS Brand Architecture
▪ DS Visual Guidelines
▪ For the US, this may include Healthy Practices, Healthy Smiles
▪ If this campaign will derive from and include existing assets, include this here.
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9. Timing & Budget
▪ Consider timing and prepare properly.
▪ Allow 3 months ofr initial projects
▪ Work from a planned launch date backwards and consider cost and quality impacts on urgent deadlines.
▪ i.e. a new product launch on September 1 should have 4-6 months advanced notice to the agency.
▪ Consider postponing the project or adjusting scope/expectations in the case of an urgent deadline.
▪ Budget – have an idea in mind of what your max spend is. There will be a pricing sheet from McCann to understand the likely costs, but a total budget will allow the team to select priorities.
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Positioning
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Summary of Positioning Principles
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1. Positioning a brand starts with an understanding of Customer Needs and their relative importance to one
another.
2. A Positioning Statement is not expressed in customer language/terms – it’s expressed in strategic terms and is
an internal document
3. The positioning flows from the Product Attributes, competitive situation and target needs
4. The ideal target group definition should be expressed with demographics, psychographics, condition, attitudes,
usage/behavior(s) and/or Customer Needs (rational and/or emotional)
5. The Target Audience and Frame of Reference have interactions with each other– if they’re too narrow/specific,
the business captured within it may be too small, if they’re too broad, it may be difficult to find a unique Point of
Difference
6. The Point Of Difference should be unique from, or superior to, competition based on Frame of Reference
7. The Reason to Believe is mandatory. It provides a clear reason as to why you should have confidence that your
benefit is credible and believable. This should be facts in evidence.
8. There should be one Point of Difference. You could have multiple Reasons to Believe to support the benefit.
9. Brand Character complements Brand Positioning to create a Brand's architecture.
Product/Brand Positioning Statement
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To [target audience], [Brand/Product] is the [Frame
of Reference] that [Point of Difference] because
[Reason to Believe]
Product/Brand Positioning Statement
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To,
Who is the target audience for
the product/brand
Is the Frame of Reference
Into what segment does the
product/brand fall or what is the
competitive set – you need to
have a point of difference vs this
competitive set
Product/Brand
What is being positioned?
that [Point of Difference]
What is unique about the
product/ brand vs the competitive
set
because [Reason to Believe]
What facts support the point of
difference
Positioning does not change often. It can change as business strategy changes
Business Context Frame of Reference Point of DifferenceCommunication
Strategy
1970’s • 7-Up owned lemon-
lime category
• 1st to market
Lemon Lime Better Lemon Lime Compare vs. 7-up as
Lemon lime
1980’s • Sprite market leader in
Lemon-Lime
Carbonated Beverage Cool drink Sprite as a cool drink
1990’s • Lemon-Lime category
almost as big as Cola
• Non-carbonated drink
growing
Teen product Cool Leverage NBA and
Snowboarding to
establish cool
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• Positioning in our industry may be less likely to change with uber Umbrella brands
• We may add products to complement procedure/portfolio that are different target audiences
Tag line is Not a communication strategy or a positioning statement
NIKE
Marketing Objective Increase number of users by expanding userbase beyond athletes
Positioning To the athlete in everyone, Nike is the brand of athletic gear that
provides superior performance because it is a brand trusted by
professionals (athletes)
Communication Strategy Empower individuals to bring out their inner athlete and allow
them to achieve superior performance
Tag Line Just Do It
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• Communication Strategy has evolved, Communication strategy drives different advertising but
positioning is the same
Dentsply Sirona Positioning & Brand Architecture
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Understand the building blocks of our brand and how to buildthe brand every day
Our Vision
Delivering innovative
dental product solutions
to improve oral health
worldwide.
Our Purpose & Mission
Every day, we empower
dental professionals all
over the world to provide
millions of patients with
better dental care and
make people smile.
Company Strategy
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We develop superior, integrated workflows
built on diagnostic excellence, easy to use
treatment planning and essential products
that improve outcomes for patients and dental
professionals
Go forward positioning/strategy for Dentsply Sirona
To
Dental professionals
Dentsply Sirona
is the
Dental solutions provider
that
allows me to provide best care for my patients while growing my practice
because
Dentsply Sirona develops superior, integrated workflows built on diagnostic excellence, easy to use treatment planning and essential products with world class training/education
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Frame of Reference – Dental Solutions ProviderDental Solution Providers today – our explicit competitive set in that content
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ProTaper
Cavitron
Nupro
Portrait IPN
Cercon
InLab
Aquasil Ultra
Palodent Plus
SureSmile
Atlantis
Simplant
Astra Tech
Primescan
CEREC
WaveOne
Sidexis
Schick
Orthophos
SiroLaser
DAC
Intego
Sinius
Teneo
Brand PromiseWhat promise do we give to our customers?
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If Dentsply Sirona would be a personWhat characterwould that person have?
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Brand character - Aspirational
Trusted yet FunCollaborative yet
Innovative
All our communications should use situations/context/colors/words/tonality
that are consistent with this character
Trusted
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Trusted
We are authentic and reliable. A friend that
you can rely on
Who we are
A partner. Genuine. Dependable
Who we are not
Arrogant. Overbearing. Know it all
Collaborative
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Collaborative
We work with people to find solutions.
Who we are not
Inflexible, unapproachable and arrogant.
Who we are
We see customers as partners. We build
on others’ ideas. We work together.
Innovative
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Innovative
Try new things. Leader. Future oriented
Who we are
Creators. Experimenters
Who we are not
Conservative. Afraid to try new things
Fun
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Who we are
Like to have a good time. Fun to be with. Do not
take ourselves too seriously, we have a twinkle
in the eye.
Who we are not
Stiff or boring, Clowns or childish, irreverent or
slapstick. We don’t want people to laugh at us.
We are not old fashion.
FunEasy to talk to. Someone you want to be
around.
Do these represent our brand character? Ties & Sneakers
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Visual Identity Guidelines
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The next sections explain the main changes to the Visual Identity Guidelines 2.2
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Due to our experiences and requests
in the past we have reduced
restrictions for more creative
freedom and added guidance and
examples where it was asked for:
Additional updates have been implemented within
the Guidelines. Please refer to the document
within the Hub at:
https://hub.dentsplysirona.com/en.html
Username: brand
Password: dentsplysirona
More freedom in creativity - Advertising is not limited by color or format. Be consistent with the Brand Identity
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Examples shown are to highlight different usage of colors. Not examples of clear strategy or great creative
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Changes within our color palate and use
No secondary colors,
no restrictions on colors.
Our Identity focus on the Dentsply Sirona Grey, Blue and Orange with White as a background
color. Please use these colors when ever it is appropriate to generate a consistent look and feel for
example brochure, flyers etc.
No restrictions for product background colorsAlternative background colors may be used to support campaigns and specific marketing channels
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There are no restrictions on colors so long as contrast allows, and the overall composition aligns with our brand image style.
Should a different background be used, the product image itself must still be delivered with our primary gray background.
We need consistency for background colors When different products are shown in a procedure or as part of a family.
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All product shots should be available in grey background
Changes within our logoWhere appropriate, our symbol can be used on its own
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Logo variations can be downloaded via the Hub
Social Media Example Product Usage Example
Changes within our logo SBU identifiers will no longer be used in any communications
Old Orthodontics product ad Updated Orthodontics product ad
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Changes within our logo The color bar is not mandatory, it can be replaced with a solid line in white or grey or even just the logo:
Color bar Solid bar in white
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Solid bar in grey Logo with no bar
Logo variations can be downloaded via the Hub
isour primary typefaceGothamGotham Book
Gotham isour primary typeface
Gotham Light
Arial is
our secondary typeface
Arial
Gotham Light and Book should be used for all communications When using Gotham is not practical – for example PowerPoint, use the Arial font instead
Patients Dental Professionals Associates
We have added a photo style guidance That can be used for photographer briefings, to create a consistent look & feel across various shootings
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Our photo style for people is natural, candid, and authentic, exuding confidence and happiness
Our products are known for their quality Therefore they should always convey the feeling of craftsmanship and detail
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Our icon style is simple and easy to understand Avoid the use of different stroke weights, multiple colors, and drawings
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Drawings or ‘cartoonish’ graphics are not allowedDentsply Sirona Gray Dentsply Sirona Blue
Logo variations can be downloaded via the Hub
Workflow visualizations have been added as examples for what you can do
Generic procedural layout Procedural layout including Lab and DIY options
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Procedural workflow including products
Callouts have been addedto highlight something in brochures, flyers etc.
Callout style examples
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We have added guidance for how to present Dental Solutions to our customers.
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Solutions – principles
Solutions – naming
Solutions –
communication
Solutions – visualization
Solutions – packaging
All files and documents are available through the Hub, including guidelines and templates to facilitate everyday applications
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Guidelines Templates & Other Materials
• Communications Templates
• Business Card Templates
• Stationery Templates
• Logo Files
• Icon Library
• Approved Imagery
• Video Motion Package
• E-Mail Signature Generator
New images within the Hub
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www.dentsplysirona.com
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