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(3064, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1-150x150.jpg\" alt=\"\" title=\"Todd_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1074\" /></a>By Todd Maute:\r\nHere’s a sad but true statistic: As many as 95% of new products introduced each year are financial failures, according to AcuPoll. It’s not surprising. Most companies tend to equate “product development” with things that are really line extensions, in which a brand adds a new flavor or ingredient and calls it new. But “orange juice with mango” isn’t really an innovation; it’s more of a new product for new product’s sake. True innovation is about leveraging your brand in a multitude of ways, by understanding the behavioral needs of your consumers.\r\n\r\nIn recent years, technology brands have led when it comes to innovation, with the amount of new products and services coming at breakneck speed. Apple changed the world with the iPod, a product that people didn’t even know they needed – but soon the brand had carved out an entirely new category around those little white music players. National brands have definitely learned a thing or two from Apple and created products that are true innovations, not just line extensions. Coca-Cola’s Fridge Pack filled an unmet need by revolutionizing the package and beverage categories by introducing a longer, narrower package for its 12-pack soft drink cans that dispenses easily and stores smaller in the refrigerator. Scotts “Tube-Free” Toilet Paper was “a-ha!” innovation moment that spoke to consumers who wanted to do something good for the environment.\r\n\r\n<strong>Private Label Innovation</strong>\r\nBut while national brands typically led the innovation game in grocery, it actually seems that the most interesting kind of innovation is coming out of the private label world. Historically, private label brands have ridden on the coattails of national brands – first as followers, and more recently as “fast followers.” But smart retailers like Duane Reade, Safeway and Walgreens are leveraging brand development, their retail spaces, and technology when it comes to innovation, and shifting the focus away from products. Here are some recent examples of successful brand innovation that come to mind:\r\n\r\nDuane Reade played into the behavioral insights and learnings from their NYC consumers and created a “New York living made easy” positioning that spoke to its heritage as New York’s drug store chain. They developed new brands that played into this positioning, including a premium private label program, Delish, never before sold in this kind of retail space, and then made their stores destinations by giving customers “Uniquely New York” experiences. These included novel innovations like a growler bar, Brew York City, that offers dozens of kinds of beers, an “upmarket: CHOP” salad café, and a self-serve frozen yogurt bar called Fro-Yo. These scalable innovations were all grounded in strong insights and a solid understanding of Duane Reade’s New York consumers.\r\nSafeway reinvented its stores based on lifestyle, launching a new “Ingredients for Life” positioning. Their private label lines – “Eating Right,” “Open Table” and “O Organics,” were developed under this positioning, and were distinguished by design, marketing, as well as product offering. (For example, one of the store’s recent innovations, Safeway Select Grilling Sauce, comes in a spray bottle so you aren’t continually dipping your raw-chicken covered basting brush back inside a jar.)\r\nPhoto development, once a big money maker for drug stores, suffered greatly with the advent of digital photography and smart phone cameras. Walgreens tapped into this opportunity and met the needs of consumers by creating an innovative app that lets people download smartphone photos and then automatically send them to local Walgreens’ stores for printing.\r\nThe success surrounding these innovations can largely be attributed to these retailers knowing their customer and their market. To pinpoint what was missing from their current offerings and set their brands apart, they stepped back and looked at three key things:\r\n\r\n1. Brand \r\na. Look at your brands and how they relate to business goals. Ask yourself, “How can an innovation strategy help you achieve your goals?”\r\nb. Look at your business and innovate to your strengths, e.g. Duane Reade “NY Living Made Easy.”\r\n\r\n2. Culture\r\na. Understand the cultural milieu, in terms of how people are spending and what products they are buying. \r\nb. Send the innovation message throughout the organization. This is not just about products – it can be merchandising, store experience, services or technology-based innovation.\r\n\r\n3. People \r\na. Get in touch with consumer behavior – know what motivations, needs, and wants they have – and develop simple solutions to drive differentiation. \r\nb. Hire the right people that will help you think and act differently.\r\nInnovation is a process and a way of thinking. Look at innovation more broadly and you will help minimize the space planning game and drive meaningful points-of-difference. Retailers have a captive audience and deep relationship with their customers, and are in a perfect position to leverage their knowledge. Using product, services, retail experiences, and/or great design will help you differentiate your brand and help build undying consumer loyalty.</p>\r\n\r\n<a href=\"http://www.plstorebrands.com/plmag-article-store_brands__taking_product_beyond_the_shelf-3290.html\" target=\"_blank\">http://www.plstorebrands.com/plmag-article-store_brands__taking_product_beyond_the_shelf-3290.html\r\n</a>', 'Store Brands: Taking Product Beyond the Shelf', '', 'inherit', 'closed', 'closed', '', '1651-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1651, 'http://cbx.cappendev.com/1651-revision-v1', 0, 'revision', '', 0),
(3065, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<strong>Convenience Store News cites CBX’s foodie-friendly design for Wawa’s new Florida stores, along with chain’s social media strategy, mobile app and strong focus on customers.</strong></br>\n\nThanks in part to a new store prototype created by New York-based brand agency and retail design firm CBX, Wawa was named Convenience Store News magazine’s “Innovator of the Year.”\n\n“Always one of the leading innovators in the c-store industry, Wawa in the past year seems to be taking convenience retailing to a new level,” the magazine wrote in its October cover story. “With its successful entry into Florida, innovative use of social media, a mobile app initiative and continued focus on the consumer, Wawa has been selected by the editors of CSNews as the 2013 Retailer Innovator of the Year.”\n\nIn describing the Pennsylvania-based chain’s rapid rollout in the Florida market, the magazine noted: “To make this great first impression, Wawa needed to do more than just transplant its Mid-Atlantic store model to the South…To introduce itself to customers in central Florida, Wawa worked with store design firm CBX to unveil the retailer\'s first major new store concept since the late 1990s. The new design uses ‘fresh’ decorating cues such as natural materials, floor to ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area.”\n\nThe article goes on to quote Wawa President and CEO Chris Gheysens on the integral role the design played in capturing the imagination of Sunshine State shoppers. (This work also previously earned CBX an Honorable Mention in the magazine’s 2013 Retail Design Awards.)  “We felt we needed a fresh design, driven by the psychology of the Florida customer,” explained Gheysens.  “The new store design has really informed the majority of people who didn’t previously know Wawa and what the brand stands for: fresh, great-quality food and beverages, and convenience…When you walk into the store, you see people making food, as well as digital signs romancing the offer. There’s no mistaking that we are in the fresh food and fresh beverage business.”\n\nVeteran c-store designer Joseph Bona, President of Branded Environments at CBX, added: “With its signature coffee bar, open kitchen, fresh-baked goods and other distinguishing characteristics, Wawa needed to makes sure Floridians understood this new entry was a cut above other convenience stores. People tend to think of any building with gas pumps as a run-of-the-mill convenience store, but we were intent on making sure Wawa’s brand did not fall victim to this ‘gas penalty.’ We’re delighted that customers and peers are giving Wawa’s design rave reviews.”\n\nWith more than 600 stores in Pennsylvania, New Jersey, Delaware, Maryland and Virginia, Wawa has rolled out 25 stores in Florida since entering the state in July 2012. Demand at many of these locations was so great that staff had to be beefed up and kitchen and stockroom areas expanded, the magazine notes.\n\nAs noted, among other things, Convenience Store News also lauded the chain for its innovative use of social media, a mobile app initiative and continued focus on the consumer. Those endeavors have helped Wawa’s Facebook page accumulate more than 1 million “likes.”\n\n&nbsp;', 'Store Design by CBX Helps Wawa Take \"Retail Innovator of the Year\"', '', 'inherit', 'closed', 'closed', '', '1868-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1868, 'http://cbx.cappendev.com/1868-revision-v1', 0, 'revision', '', 0),
(3066, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'NEW YORK, NY--(Marketwire - November 22, 2010) - CBX, a strategic branding and retail design consultancy based in New York today announced that the second of the locations it designed for Freson Market Ltd., received a major award from the Canadian Federation of Independent Grocers (CFIG) during its annual Grocery Innovations Canada tradeshow held in Toronto. Freson\'s Manning store in Alberta earned the 2010 Gold Medal Award in the Small Surface Category (stores under 15,000 square feet) in CFIG\'s Independent Grocer of the Year Competition.<p><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nov2010_1.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nov2010_1.jpg\" alt=\"\" title=\"nov2010_1\" width=\"826\" height=\"242\" class=\"alignright size-full wp-image-694\" /></a>\r\n\"This latest award confirms my belief that we are building Canada\'s best small store format,\" noted Doug Lovsin, Freson Market\'s vice president of operations. Last year, CFIG honored Freson\'s Valley View store with a Silver Medal Award in the same category.\r\n\r\nFreson\'s 12,165-square-foot Manning store underwent an expansion and renovation that was completed in October 2008. The project was based on an old-world inspired prototype design created by CBX that updated the store\'s interior, exterior, graphics and departmental layout. The supermarket chain is now in the process of rolling out its new look to the 15 locations it operates throughout Alberta. Founded in 1955, the Peace River-based, family-owned company is known for good value, customer service and community involvement.\r\n\r\nThough located mainly in rural Alberta towns, Freson stores are increasingly facing competition from larger chains and multi-nationals, explained Joseph Bona, president of CBX\'s retail division. \"But from a strategic standpoint, none of Freson\'s competitors could touch the Lovsin family\'s history in the markets they serve,\" he said. \"That became a significant point of differentiation we sought to highlight in the design. What\'s interesting is that founder Frank Lovsin actually worked in many of the Freson stores, establishing a personal relationship with community members and knowing many of his customers on a first-name basis. Our objective was to capitalize on that heritage by making sure customers could sense the family\'s presence in their local store. This prestigious award, which examined all phases of the Manning store\'s operations, underscores Freson\'s strong connection with its customers.\" Bona added: \"It\'s great to have our client\'s operation recognized. Both our Minneapolis branding team and New York store design team were delighted to hear that the project they collaborated on for the Lovsin family was honored with this award.\"\r\n\r\nThe award for Freson\'s Manning store was presented on October 26 in front of an audience of more than 500 grocery industry professionals. The Canadian Independent Grocer of the Year is CFIG\'s most prestigious award. From coast-to-coast, Canadian independent grocers vie for this title in the Large, Medium, Small Surface and Specialty categories, with awards presented in the Gold, Silver and Bronze levels. Each of the competing stores is visited personally by a respected retail management expert, who evaluates the locations based on retailing excellence and innovation, store team performance, customer service, space usage, freshness and cleanliness. Once regional finalists are determined, the stores with the most points are audited once again and finalists go on to compete at the national level.</p>\r\n\r\n', 'Store Designed by CBX for Freson Market Ltd. Wins 2010 Canadian Independent Grocer of the Year Award', '', 'inherit', 'closed', 'closed', '', '1607-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1607, 'http://cbx.cappendev.com/1607-revision-v1', 0, 'revision', '', 0),
(3067, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'In today’s digitally inclined and rapidly changing shopping landscape, strong brands can help pet retailers come to terms with the increasingly purpose- and values-driven mindset of the consumer. Simply put, today’s consumers have shifted from buying brands to “buying into” them. Now more than ever, brands represent users’ values, beliefs and points of view. Because of this, both private-label and mainline brands need to think more about the types of conversations they can initiate with consumers.\r\nStrong brands can even help retailers adapt to the forces of disruption that are reshaping retail, from the rise of the millennials, to the growing popularity of Amazon Alexa. In the pet category, the potential rewards for getting this right are high indeed: According to the 2017-2018 National Pet Owners Survey by the American Pet Products Association, 68 percent of U.S. households now own pets, and Americans spent nearly $69.4 billion on pet products in 2017. To win market share, retailers need highly targeted strategies. Here are some key considerations:\r\n\r\n<strong>Demographics</strong>\r\nMillennials are the country’s largest living generation. In 2016, there were an estimated 79.8 million millennials compared with 74.1 million baby boomers. While they dominate the population, millennials are having the hardest time economically, with 36 percent saying they have difficulty affording groceries. Those aging baby boomers, meanwhile, still wield a lot of spending power even as the rest of the population continues to gray (98.2 million people will be over 65 years old by 2050). Older consumers strive to be frugal, especially on commoditized essentials. Lastly, the middle class continues to shrink: According to Pew Research, half of U.S. adults belong to middle-income households, as opposed to 61 percent back in 1970. All of this points to one thing: value will continue to matter.\r\n\r\n<strong>Tech Innovation</strong>\r\nTechnology is transforming retail. Americans are not only going online more often, but more of them are also buying online on a weekly basis. According to industry research, mobile payments for online goods and services will grow over the next five years from an estimated 453 million global users in 2014 to nearly 2.1 billion users in 2019. Meanwhile, researchers estimate that 22.5 million connected products will be in American homes by 2020, with Amazon Alexa’s sales rising to 11 million units sold over just the last year. Pet products are ideal for automatic online renewal. How will your brand look on an iPhone X? And what kind of personalized and connected cross-channel experiences are you offering?\r\n\r\n<strong>Informed Consumers</strong>\r\nIncreasingly, we see consumers looking to online articles, reviews, forums and even the Amazon comments section to learn about and discuss products and services. As part of this, they want to know about a brand’s values. Packaging for Open Farm, a family-run pet food business based in Toronto, includes barcodes that let shoppers see sources right down to specific farms. This reinforces the attribute of being ethically conscious. Highlighting your corporate responsibility is always a good idea, as cause-oriented brands like Warby Parker and REI have learned.\r\n\r\n<strong>Packaging</strong>\r\nPackaging is a key communication channel across retail, but especially in pets. Walk the aisles of any major pet retailer today and it is easy to see how advanced packaging has become. Pet food is now a complex category, with products based on life stage, gluten-free, grain-free, made in the USA and more. Strong packaging also clearly establishes tiers such as value, premium or super-premium. Brands need great packaging quality and clarity.\r\n\r\nMeanwhile, the term experiential retail is all the rage. Shopping for, buying and using products amounts to an experience for consumers. Carefully target your consumer, provide great packaging with a strong message and merge your strategy with evolving trends. These steps will encourage shoppers to identify with your store’s brands, develop strong loyalty and keep coming back for more.\r\n\r\nOriginally published by <a href=\"https://www.petage.com/strong-brands-help-retailers-adapt-to-change/\">Pet Age</a>', 'Strong Brands Help Retailers Adapt to Change', '', 'inherit', 'closed', 'closed', '', '2307-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2307, 'http://cbx.cappendev.com/2307-revision-v1', 0, 'revision', '', 0),
(3068, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<strong>The Ivanka Trump clothing and accessories brand has been highly visible in headlines and on television this past week. But in North Jersey stores, you have to look pretty hard to find it.</strong>\r\nWhile stores, including Macy’s, Lord &amp; Taylor, T.J. Maxx and Marshalls, still carry the brand, at most retailers it isn’t being given star treatment in the aisles or even its own display racks.\r\n\r\n“Ivanka Trump? You mean the dresses?” said a salesclerk at Macy’s in Paramus, when asked about the line. “I think there are some over there, way in the back.”\r\nStore employees said the line – which made the news when President Trump assailed Nordstrom on Twitter for dropping the Ivanka brand, and then when his adviser Kellyanne Conway urged supporters to buy it – isn’t triggering boycotts or political battles in Macy\'s dressing rooms. Rather, it is being met with something retailers fear far more – a lack of interest.\r\n\r\nMarketing experts said the brand\'s troubles aren’t just political. The biggest problem facing it, they said, is an identity crisis. The Ivanka Trump brand must address the critical existential questions all celebrity brands must be able to answer – who are you, and what do you stand for?\r\n\r\n“Her brand has always been her lifestyle and her lifestyle is inextricably linked to her father, who is a highly controversial figure right now,” said Dustin Longstreth, chief marketing and strategy officer at the New York-based brand agency CBX.\r\n\r\n<strong>More Ivanka, less Trump</strong>\r\n\r\n“She has two choices,” said Longstreth, who has worked with brands such as General Mills, PepsiCo and Arby’s. “She can continue to double down and connect it more directly with her father,” he said, or “identify something that is truly independent so it becomes more Ivanka and less Trump.”\r\n\r\nThe Ivanka Trump brand, which started with a jewelry line launched in 2007, and added a licensing deal for clothing in 2012, had a strong brand niche, before her father\'s presidential bid, as a fashion line that spoke to young women who wanted to be like Ivanka.\r\n\r\n“She appealed to a very specific woman – young, working women who thought she was so pretty and had it all,” Julie DeLoca said. Her branding company, Loca Marketing, has offices in Short Hills and Manhattan, and she has worked with Rebecca Minkoff and Elie Tahari, among other fashion brands.\r\n\r\nThe Ivanka brand had “on-trend clothing and accessories that were a reasonable price,” DeLoca said, and that conveyed the message that “you could be a stylish working mom.”\r\n\r\nThe line was “just the right combination of aspirational, yet accessible,” she said.\r\n\r\nThe clothes and shoes sold well, and “she got very wide distribution very early on because of her name,” DeLoca said.\r\n\r\nWhen Ivanka launched her shoe line in 2012, she promoted it with an appearance at the Nordstrom store at Westfield Garden State Plaza in Paramus.\r\n\r\nNordstrom recently announced it was dropping the line because of poor sales, prompting Trump supporters to claim the department store chain had caved to pressure from anti-Trump forces who had organized a boycott.\r\n\r\n<strong>Bottom line, not boycott</strong>\r\n\r\nCo-president Pete Nordstrom, in an email to employees that was obtained by Fortune magazine, said the bottom line, not any boycott, was responsible for the decision. “Every single brand we offer is evaluated on their results,” Nordstrom said. “If people don’t buy it, we won’t sell it.”\r\n\r\nMarketing and branding experts agreed that if the clothes were selling well, they would probably be in the stores.\r\n\r\nA check of retailers in North Jersey that carry Ivanka Trump merchandise showed that only Lord &amp; Taylor features the brand with dedicated displays and special signage. At the Lord &amp; Taylor at Westfield Garden State Plaza, her shoes had their own display table. The women’s dresses section of the store has a large \"Ivanka Trump\" sign in its designer section. On Thursday, however, none of the dresses displayed near the sign bore the Ivanka Trump label.\r\n\r\nIn Totowa, at the T.J Maxx store – another retailer that has said it will remove Ivanka Trump displays but will continue to sell the merchandise – not a single piece of Ivanka Trump clothing or footwear could be found.\r\n\r\nEileen Potrock, owner of the E Designer Resale consignment store in Cliffside Park, said she’s seen the value of Ivanka Trump fashions drop on the resale market. While she has never sold the brand in her store, because she specializes in higher-end designer fashions, she monitors the resale market and has seen other stores decline to sell it.\r\n\r\n“There’s no demand for it. People aren’t looking to buy it, at least not in the Northeast,” she said.\r\n\r\nPotrock said she feels sympathy for Ivanka Trump\'s situation. “I feel bad that the sins of the father are affecting the daughter,” she said.\r\n\r\nLack of demand in the Northeast, Potrock said, may not reflect the rest of the country. “I would be interested to see how her brand is affected in the states Trump won,” she said.\r\n\r\n<strong>Revenue growth cited</strong>\r\n\r\nA representative for the Ivanka Trump brand, when asked about annual sales and how sales did in 2016, responded with a statement from Rosemary K. Young, senior director of marketing, who asked that it be quoted in its entirety.\r\n\r\n“The Ivanka Trump brand continues to expand access across categories and distribution with increased customer support, leading us to experience significant year-over-year revenue growth in 2016. We believe that the strength of a brand is measured not only by the profits it generates, but the integrity it maintains. The women behind the brand represent a diverse group of professionals and we are proud to say that the Ivanka Trump brand continues to embody the principles upon which it was founded. It is a company built to inspire women with solution-oriented offerings, created to celebrate and service the many aspects of their lives.”\r\n\r\nBloomberg News reported in December that the Ivanka Trump brand generates $100 million in annual sales.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/vanky.jpg\"><img class=\"alignnone size-full wp-image-10500\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/vanky.jpg\" alt=\"\" width=\"540\" height=\"405\" /></a><em>Ivanka Trump display sign at Lord &amp; Taylor. None of the clothes surrounding the sign bore the Ivanka Trump label</em>\r\n\r\nMarketing expert DeLoca said Ivanka Trump lost her connection with her target customer when she became less involved in her business and more involved in campaigning for her father and, now, after the election, when she is taking more of a back seat to her father and her husband.\r\n\r\n“She lost the people, and when the people don’t want your brand, that’s why Nordstrom pulled out,” DeLoca said.\r\n\r\nBranding specialist Longstreth agreed. Nordstrom dropped the line, he said, because “it really wasn’t selling and they didn’t see a future in it.”\r\n\r\nDeLoca said Ivanka Trump might be able to polish her brand’s image if she uses her power in the White House to spearhead a working women’s initiative, such as family leave. “Maybe if she gets behind something like that in a huge way and (goes) back to being that working-mother role model,” the brand will bounce back, she said.\r\n\r\nSome marketing experts even think the controversy will boost the brand, as the president\'s supporters rush to buy his daughter\'s products in a show of solidarity.\r\n\r\nMark Stevens, chief executive of the marketing and branding firm MSCO, said the same intensely loyal Trump supporters who drove hundred of miles to attend his rallies and voted for him, likely will rally behind his daughter.\r\n\r\n\"If there is one thing everyone has learned over the past year and a half, it\'s that their brand is Trump and their fans have a loyalty to it that even Nordstrom can only dream of,\" Stevens said.\r\n\r\nOriginally published in <a href=\"https://www.usatoday.com/story/money/nation-now/2017/02/12/struggling-clothing-brand-needs-more-ivanka-less-trump-mall-shoppers-say/97829986/?hootPostID=4fca0b390a6c0ca7daa5a58dc9fea341\" target=\"_blank\" rel=\"noopener noreferrer\">USA Today</a>\r\nPhotos courtesy of USA Today', 'Struggling clothing brand needs more Ivanka, less Trump, mall shoppers say', '', 'inherit', 'closed', 'closed', '', '2291-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2291, 'http://cbx.cappendev.com/2291-revision-v1', 0, 'revision', '', 0),
(3069, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p>New York, NY – April 6, 2009 – As consumers strive to add fruits and vegetables into their diets, Del Monte brand\'s introduction of Del Monte® Citrus Bowls makes it easier for them to do so. Del Monte refrigerated produce takes the guesswork out of shopping for fruit by providing consumers with a product that is packaged at the peak of ripeness and stripped of skin, seeds and cores — making it more convenient than ever for them to eat the fruits they love. This new offering of refrigerated citrus fruit is pre-packaged in clear, plastic bowls with a paperboard sleeve and sold in the refrigerated produce section of the supermarket.\r\nCBX, the strategic branding consultancy, was identified to create this new product’s identity and packaging design. The key to success was positioning it for retail in the produce section, an area known for high-growth, high-margin products. \"Consumers are accustomed to finding Del Monte brand products in the center isles of stores where there are lower margins. We wanted to help Del Monte grow their brand within the value-added produce section located around the perimeter of the store where consumers look for healthy, new items,\" says Rick Barrack, Chief Creative Officer, CBX.\r\n\r\nWith an emphasis on simplicity, the CBX design team knew they needed to use the package as a window for consumers to see the fruit within. A paperboard sleeve surrounding the 20-ounce plastic bowl provides the background for minimal, elegant graphics. The image of fruit on a fork stands out prominently on the white background as does the black, free-style typography that clearly communicates the contents inside the bowl. This simple design, along with the message, \"ready to enjoy,\" and the trusted, iconic Del Monte brandmark completes the design.\r\n\r\n\"This light, vibrant package design was vital for Del Monte brand\'s success in the produce section, which is like a country market — a place that\'s full of life. It\'s vibrant, colorful and full of enticing aromas. It\'s a place where consumers linger and explore,\" adds Barrack.\r\n\r\n\"The brand proposition is successfully expressed through our packaging and has provided us with great visibility on-shelf in this growing category,\" says Bonnie McFarland, Director Graphic Design & Packaging, Del Monte Foods.\r\n\r\nPlans call for other citrus varieties to roll out this year.</p>\r\n', 'Take the guesswork out of buying fruit with Del Monte® Citrus Bowls', '', 'inherit', 'closed', 'closed', '', '1637-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1637, 'http://cbx.cappendev.com/1637-revision-v1', 0, 'revision', '', 0),
(3070, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'By Todd Maute\r\nCommitment can be a sticking point when it comes to retailers and their private label brands. After all, making a serious commitment usually requires a willingness to sacrifice and take risks—and that can be scary.\r\n\r\nTrue commitment also needs to be multidimensional. In retail, this involves fully supporting the brand, not just at shelf, but also within the broader context of the store and through the full gamut of available advertising, marketing and branding channels. Yes, the shelf is (and will continue to be) extremely important. But if merchandise amounts to, say, 80 percent of what consumers see in the store, what about the other 20 percent of that multi-sensorial customer experience? If a retailer has a clearly tepid commitment to their private label, it is hard for consumers to be passionate about the products. What has the retailer done with its signage, décor, graphics, color schemes or even olfactory environment to reinforce its private label brands? How many touch points inside or outside the store offer cues that reinforce the carefully selected attributes of that private label line?\r\n\r\nWhen retailers do take the plunge and fully commit their resources to a portfolio of private label brands, they are often surprised by the way this “multiplier effect” yields a host of benefits. From a branding standpoint, they often discover that it is much easier to tell a consistent story if you commit to presenting your private label narrative in the store, in your circulars, online and at shelf. They also find that “owning” particular categories can become quite doable—and profitable—whenever you fully commit. To be sure, this is easier for private label–dominant retailers like Trader Joe’s, ALDI or Body Shop, all of which see their stores as blank canvases for their private label merchandising and branding strategies. Unlike typical mass-market grocers—where private label accounts for just 10 percent or so of the 40,000 SKUs—these chains are never forced to make tough choices about whether to commit square footage to a national brand in exchange for cash.\r\n\r\nNonetheless, plenty of retailers have managed to make strong commitments to private label even as they carry lots of national brands. The Home Depot, for one, puts heavy emphasis on the Behr portfolio, its exclusive private label paint partner, while also selling a whole host of name brand options. The Home Depot supports Behr by spending money on sumptuous, visually engaging advertisements that, in in turn drives traffic to the store. Stroll into the paint department at The Home Depot, and it is clear that Behr owns the category. This took commitment. National brands would pay good money for the perks now enjoyed by Behr, but The Home Depot continues to be faithful to its private label partner. There is even a mobile app geared toward fans of Behr paints. Along the same lines, Ace Hardware was committed enough to its Clark &amp; Kensington paint brand that it redesigned certain stores to better show off the line.\r\n\r\nThese approaches are about investing in product innovation and understanding the broader context in which the private label brand lives, not just the appearance at shelf. To that end, it is important to think about how people actually shop the store. The centrality of the paint department at The Home Depot is no accident—it is meant to be a visual showpiece with bright colors and an interactive paint-mixing counter.\r\n\r\nEven smaller gifts to the brand can yield dividends. That could mean putting more thought and creativity into end cap presentations (glance at the end caps at Trader Joe’s and you might just see some of the same products featured in the chain’s latest Fearless Flyer) or making sure your product demonstrations are a rich, brand-reinforcing experience (Costco’s Kirkland Signature line is a case in point).\r\n\r\nBut these connections can be subtle, too. If a national grocery chain were to launch a new line of natural products geared toward Baby Boomers, it could certainly take a traditional approach by mailing out coupons. A more subtle alternative, however, would be to produce a health-oriented magazine that happens to reinforce the brand attributes of that line, perhaps with no more than a tasteful mention or two of the new products. This would be a long-term strategy—again, a reflection of commitment to concept.\r\n\r\nThe point is to think in terms of touch points, which extend from the circular at the kitchen table, to the in-store experience, to the point of purchase, and even to the sight of the store in the rearview mirror. At Fairway Markets, the multiplicity of experiences creates positive private label brand associations almost through sheer osmosis. Fairway takes pride in carrying or importing new and delicious foods. It bills itself as “the only market to roast hand-selected coffee beans of the highest quality on premises” and boasts of “a selection that all other grocery stores are absolutely envious of.” Hyperbolic? Maybe. But there is theater in this, too. The unspoken message is that, if you find a product in Fairway, it is likely to be worthwhile. This gives Fairway’s private label brands a head start when it comes to winning credibility with consumers.\r\n\r\nSo retailers, you need to think about the importance of commitment and avoid being myopic and overly focused on the package at shelf. Context counts. Don’t be afraid to take the plunge.\r\n\r\nRead the full article <a href=\"http://www.privatelabelbuyer.com/articles/87922-take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits\" target=\"_blank\">here</a>.', 'Take the Plunge: Fully Commit to Private Brands and Reap the Benefits', '', 'inherit', 'closed', 'closed', '', '2030-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2030, 'http://cbx.cappendev.com/2030-revision-v1', 0, 'revision', '', 0),
(3071, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/10/redesignedSpreaderPackaging.jpg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/redesignedSpreaderPackaging.jpg.jpg\" alt=\"\" title=\"redesignedSpreaderPackaging.jpg\" width=\"449\" height=\"300\" class=\"alignnone size-full wp-image-4793\" /></a>\r\nThe Scotts Snap Spreader System debuts with packaging designed to take the guesswork out of lawn care. The product line includes a spreader and specially formulated products for specific lawn care needs, such as controlling weeds, killing insects and fertilizing.\r\n\r\nTo help consumers easily identify which product is the best fit for their lawn care needs. “The visual design needed to communicate that this is an integrated lawn care system with key features and benefits – essentially that a beautiful lawn is just a Snap away,” says Rick Barrack, chief creative officer, CBX. The Scotts Company collaborated with CBX, a brand agency based in New York City. CBX was also part of a team of agencies that worked with The Scotts Company on the Snap name.\r\n\r\nOnce the product name was confirmed, the CBX design team brought it to life with an approachable, contemporary typeface for the Snap logo and then locked it up with the brand logo. Aspirational graphics were developed and bright colors used on each Snap Pac, including a blue sky on the upper half of the bag and vibrant green grass imagery on the lower half to showcase the end benefit. A three-step instructional inset of Snap, Lock and Go illustrates how simple it is for homeowner’s to use the lawn care system. Finally, the close-up circle device depicts the solution to lawn care with the background grass and blue sky representing the end benefit.\r\n\r\n<a href=\"http://www.packagedesignmag.com/content/teachings-on-the-green#.UAcXdHAxEgs\" target=\"_blank\">http://www.packagedesignmag.com/content/teachings-on-the-green#.UAcXdHAxEgs</a></p>', 'Teachings on the Green', '', 'inherit', 'closed', 'closed', '', '1676-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1676, 'http://cbx.cappendev.com/1676-revision-v1', 0, 'revision', '', 0),
(3072, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Rick Barrack, Chief Creative Officer and Founder of CBX, has over ten years experience working in the creative industry. In this article, he describes the ten lessons he has learned over ten years in design.I have two young daughters, and every year at their birthday parties, as they lean in to blow out the candles on their cakes, I find myself reflecting back on every single year of their lives. So you might imagine that I’m also feeling sentimental about the tenth anniversary of CBX, the brand agency I helped found with some colleagues back in 2003.\nI’ve seen a lot of changes in the branding game over the course of a decade, and I’ve seen even more changes within our own company. My staff, my clients and my fellow partners have all taught me valuable lessons – at least one per year for the last ten years. And let me tell you: They’re not at all what you’d expect. Along the way, we’ve made Fem Care cool, drug stores chic and learned the hard way to “Keep it simple, stupid” (what I say to myself, not to my staff).\nSo here are some of the most significant things I’ve learned, in no particular order:</br>\n<strong>1. Black is the new black.</strong>\nIn 2009, CBX was asked to help position Kimberly-Clark’s U by Kotex* brand for Millennials, an audience who previously hadn’t given Kotex the time of day. After research proved that this audience wanted products that reflected who they really are (not just their mother’s daughters), we made a bold decision to use black packaging – the polar opposite of the whites and pastels used by other brands – in our packaging. The boxes popped off the shelf and had real attitude, and as a result, U by Kotex* shook up the category and created a new paradigm in feminine care.</br>\n<img class=\"alignleft  wp-image-7268\" title=\"11_15_13_OpinionSeries_RickBarrack_2\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_2.jpg\" alt=\"\" width=\"650\" height=\"431\" /></br>\n</br>\n<strong>2. Design can feel good.</strong>\nWe all know that design can look good – but it can also feel good, which I learned when CBX create a strategy and retail presence for Fare &amp; Square, a supermarket in Chester, PA, for non-profit organization Philabundance. Located in a Delaware Valley “food dessert,” Fare &amp; Square helps the residents of Chester – which has been without a grocery store since 2001 – gain convenient access to “good food right around the corner,” including fresh produce, meats, dairy, seafood, and frozen foods. We helped establish a warm look and feel for this prototype store, and it felt damn good to be involved in such a kick-a&amp;* project.</br>\n<img class=\"alignleft  wp-image-7269\" title=\"11_15_13_OpinionSeries_RickBarrack_3\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_3.jpg\" alt=\"\" width=\"650\" height=\"433\" /></br>\n</br>\n<strong>3. You can improve upon a classic.</strong>\nIf you told me when I was 25 that I’d be working with M&amp;M/Mars one day, I would’ve said, “Come on.” Helping iconic brands stand the test of time and continue to attract new audiences is my passion. Our packaging for M&amp;Ms put a fresh spin on a beloved classic. By playing into the Pavlovian reaction that customers have when they hear the product being poured into a bowl, we’ve featured a bowl full of M&amp;Ms right on pack. Our seasonal designs also personified the candies in a way that had applications across various holidays, including Christmas, Halloween and Valentine’s Day.</br>\n<img class=\"alignleft  wp-image-7270\" title=\"11_15_13_OpinionSeries_RickBarrack_4\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_4.jpg\" alt=\"\" width=\"650\" height=\"471\" /></br>\n</br>\n<strong>4. Pets are people, too.</strong>\nOne of the categories that’s seen the most growth since CBX’s inception is the pet food category. Our packaging design for Milo’s Kitchen, a new brand in the “real meat treat” category for dogs, was built around the idea that dog owners treat their pets as members of their family, and as such, want to give them the kind of food they themselves eat. The final brand name and packaging graphics highlight the connection between human beings and their dogs, one that I totally relate to now that we’ve added a dog into our family mix.</br>\n<img class=\"alignleft  wp-image-7271\" title=\"11_15_13_OpinionSeries_RickBarrack_5\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_5.jpg\" alt=\"\" width=\"650\" height=\"478\" /></br>\n</br>\n<strong>5. Beverage tastes come and go, and go, and go.</strong>\nOur clients are always telling us that our people are what make CBX so special, and why they come back to us again and again. We’ve been lucky enough to work with Snapple continually since our inception, and have seen the brand go from beverage leader during the ice tea boom days to a brand moving into new territory such as bottled water. From redesigning a new Snapple iced tea to Snap2O, we’re happy to ride the kooky refreshment wave with Snapple, no matter what is going on in the industry.</br>\n<img class=\"alignleft  wp-image-7272\" title=\"11_15_13_OpinionSeries_RickBarrack_6\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_6.jpg\" alt=\"\" width=\"650\" height=\"459\" /></br>\n</br>\n<strong>6. Drug stores can be chic.</strong>\nChic, you say? Yes, chic – and cool, too. We helped NYC’s biggest drug store chain stave off the competition and bring its new positioning, New York Living Made Easy, to life by rolling out new and innovative designs for more than 250 stores; creating five private label brands with a distinctly New York sensibility; and developing unique marketing collateral like The Duane Reader. Products ranging from coffee to nuts got a dose of New York iconography and branding on their package. We also created my personal favorite, Brew York City – a growler bar where customers can fill growlers with dozens of different beers.</br>\n<img class=\"alignleft  wp-image-7273\" title=\"11_15_13_OpinionSeries_RickBarrack_7\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_7.jpg\" alt=\"\" width=\"650\" height=\"433\" />\n</br>\n<strong>7. Private label design is the new luxury.</strong>\nIt takes a lot to surprise me – but perhaps the biggest surprise I’ve had in the last ten years is the way that the private label category has stepped up its branding and design, giving national brands a reason to shake in their boots. It’s been an honor and a privilege to create amazing work for Duane Reade, Walgreens, Giant Eagle, and KMart. By seizing the day and recognizing what it takes to stand out in the drug store aisle (smart strategy, kick ass design), these private label brands have reinvented the way we think about the category.</br>\n<strong>8. Less is more.</strong>\nThere is a saying, “Keep it simple, stupid,” that gained popularity in the 1960’s, and I must think about that saying on a daily basis. Brands like Apple and Target have always recognized that it’s better to create a clear, concise message and design with a lot of white space than the bog down packaging with text and overwrought design. Fortunately, in the past ten years since CBX was created, a lot of brands have jumped on the KISS bandwagon, and I believe this is for the better. We’ve incorporated “KISS” into our work for so many of our clients, namely Walgreens Nice!, Milo’s Kitchen, Pillsbury Simply and Miracle-Gro Culinary Herb Garden, all of which utilize considerable white space, bold photography and clear messaging to make the product the star.</br>\n<img class=\"alignleft  wp-image-7274\" title=\"11_15_13_OpinionSeries_RickBarrack_8\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_8.jpg\" alt=\"\" width=\"650\" height=\"418\" /></br>\n</br>\n<strong>9. Condom packaging can be hot (outside the bedroom).</strong>\nI could make some lewd jokes about our work for LifeStyles condoms, but the truth is, it’s one of the projects that makes me feel incredibly proud. Like our work for U by Kotex*, Lifestyles presented an opportunity to speak to a new audience through a bold new look, naming convention and package design. By highlighting the “Y” in some of the sub-brand names – Kyng, Wyld, Thryll – (for Y chromosome), communicating the brand’s sensorial promise, and switching to all-vertical packaging that maximized shelf space, we were able to help alter the LifeStyles brand perception and its place in the market. And there’s nothing hotter than that.</br>\n<img class=\"alignleft  wp-image-7275\" title=\"11_15_13_OpinionSeries_RickBarrack_9\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_9.jpg\" alt=\"\" width=\"650\" height=\"354\" /></br>\n</br>\n<strong>10. Politics are anything but boring.</strong>\nLook, I’m not really a political guy. But I AM a design guy, which is why I sit up and take notice during election years – of the party logos, that is. In 2010, after the Democratic and Republican parties unveiled boring new logos, my team and I took a stab at redesigning them, as well as one for the Tea Party (which still had credibility at the time). Posted on the FastCoDesign blog, our designs generated a good amount of debate, proving my belief that controversy is not just a stage for politicians. Design can create debate too.</br>\n<img class=\"alignleft  wp-image-7276\" title=\"11_15_13_OpinionSeries_RickBarrack_10\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/11_15_13_OpinionSeries_RickBarrack_10.jpg\" alt=\"\" width=\"650\" height=\"410\" /></br>\n</br>\nSo there you go – my top ten lessons from the past ten years. Thanks for taking a trip down memory lane with me in honor of CBX’s 10th anniversary. The truth is, there are dozens of invaluable lessons I’ve learned, and each one is more inspiring than the next. Now bring on the next ten!</br>\n</br>\nRead more: <a href=\"http://www.thedieline.com/blog/2013/11/19/ten-years-ten-lessons-in-design.html\" target=\"_blank\">http://www.thedieline.com/blog/2013/11/19/ten-years-ten-lessons-in-design.html</a>', 'Ten Years, Ten Lessons in Design', '', 'inherit', 'closed', 'closed', '', '1888-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1888, 'http://cbx.cappendev.com/1888-revision-v1', 0, 'revision', '', 0);
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(3073, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'The Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life, today announced a packaging refresh for its TERRA brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand\'s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\nFor more than two decades, TERRA snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables -- including taro, kabocha squash, parsnip and beets -- in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n\"The root vegetables that go into TERRA set it apart from ordinary chips,\" said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. \"Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.\"\r\n\r\nIn January 2014, TERRA introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: <a href=\"http://online.wsj.com/article/PR-CO-20140304-908603.html\" target=\"_blank\">http://online.wsj.com/article/PR-CO-20140304-908603.html</a>', 'TERRA Chips Introduces New Look', '', 'inherit', 'closed', 'closed', '', '1954-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1954, 'http://cbx.cappendev.com/1954-revision-v1', 0, 'revision', '', 0),
(3074, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>New Packaging Design to Spotlight Unique Root Vegetables in Every Bag </strong>\r\nThe Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha\r\n\r\nsquash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://finance.yahoo.com/news/terra-chips-introduces-look-iconic-145500320.html\" target=\"_blank\"><em>Yahoo Finance</em></a>\r\n<a href=\"http://fandbnews.com/terra-chips-introduces-new-look-for-its-iconic-black-bag/\" target=\"_blank\"><em>Food and Beverage News</em></a>\r\n\r\n&nbsp;', 'TERRA Chips Introduces New Look For Its Iconic Black Bag', '', 'inherit', 'closed', 'closed', '', '1958-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1958, 'http://cbx.cappendev.com/1958-revision-v1', 0, 'revision', '', 0),
(3075, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>HOW TO MAKE RETAIL EXCITING AGAIN</strong>\r\nBY: STEPHANIE SCHOMER\r\n\r\nRick Barrack is the chief creative officer at branding firm CBX, which recently helped Duane Reade do the impossible: execute a redesign to become cool (at least, as much as any drugstore can be cool).\r\n\r\n\"The dynamics of e-commerce, as it has evolved, created a new shopping behavior. People demand more information. And now, outside of e-commerce, we have to provide that as well,\" Barrack says. \"... E-commerce has provided exclusivity, and people want that in retail stores. Duane Reade narrowed offerings to make it feel more relevant--and exclusive--to New Yorkers: At the Wall Street location, the sushi bar is called Up Market and there\'s a stock ticker; in Williamsburg, there\'s a growler bar. It\'s telling the consumer, We understand the way you live, where you live, and what you need from us.\"\r\n\r\n<a href=\"http://www.fastcompany.com/most-creative-people/2012/rick-barrack#interactive\" target=\"_blank\">Click here</a> to read the conversation about making retail exciting again between Barrack and Story founder Rachel Shechtman, No. 80 on our Most Creative People list.\r\n\r\nTIMELINE\r\n1973\r\nAttends his first Indianapolis 500; hasn’t missed one since in 39 years\r\n\r\n1987\r\nPurchases first X-ACTO knife, which has survived for more than 25 years\r\n\r\n1988\r\nSecures first design internship with Connie Birdsall\r\n\r\n2000\r\nGets engaged\r\n\r\n2003\r\nEstablishes CBX with three people; the team has now grown to 140\r\n\r\n2003\r\nWelcomes daughter Lily\r\n\r\n2007\r\nWelcomes daughter Sadie\r\n\r\n<a href=\"http://www.fastcompany.com/most-creative-people/2012/rick-barrack\" target=\"_blank\">http://www.fastcompany.com/most-creative-people/2012/rick-barrack\r\n</a>', 'The 100 Most Creative People in Business', '', 'inherit', 'closed', 'closed', '', '1679-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1679, 'http://cbx.cappendev.com/1679-revision-v1', 0, 'revision', '', 0),
(3076, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nLast month, I attended \"back-to-school night\" at my four-year-old’s preschool, where the teacher spelled out my daughter’s curriculum for the school year. Not only did she inform me that my kid would be learning eight languages plus calculus by the time Christmas rolls around; she also told me that I should not pack her lunch box with cookies, chips, or sugary juice boxes, as that would be a major Montessori faux pas. (Personally, I’m surprised they don’t have an organic chef on staff, given how much I’m dishing out in tuition.)\r\n\r\n<a href=\"http://vimeo.com/31017874\" target=\"_blank\"><a href=\'http://vimeo.com/31017874\'>USDA\'s MyPlate Initiative</a>\r\n</a>\r\n\r\nUnsure of how to achieve the optimal nutritional intake for my daughter, I turned to the USDA’s MyPlate well-intentioned initiative designed to (and promoted by Michelle Obama) remind parents of the basics of eating right. Given how much debate there’s been lately about childhood obesity and diabetes, I think there’s no better time to take a good, hard look at kids’ diets. So you can imagine my disappointment when I felt more baffled than ever after having a look at the primary graphic: a circle (presumably a plate) carved up four food groups, which looks to have spawned a smaller circle labeled “Dairy” (presumably a glass of milk). The plate is supposed to be an improvement over the food pyramid, which caught criticism for being too complicated to understand.\r\n\r\nBut as these on-the-street interviews show, MyPlate’s dietary recommendations are still far from self-evident. It does away with the pyramid’s number of servings but doesn’t provide its own details about number and size of recommended portions. With 17% of U.S. children facing obesity, clear dietary guidelines should be available for families looking to make healthful choices. Unfortunately, MyPlate doesn’t measure up.\r\n\r\n<a href=\"http://www.fastcodesign.com/1665239/the-brain-dead-design-behind-the-usdas-new-dietary-chart\" target=\"_blank\">http://www.fastcodesign.com/1665239/the-brain-dead-design-behind-the-usdas-new-dietary-chart</a>', 'The Brain-Dead Design Behind The USDA’s New Dietary Chart', '', 'inherit', 'closed', 'closed', '', '1547-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1547, 'http://cbx.cappendev.com/1547-revision-v1', 0, 'revision', '', 0),
(3077, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Gregg S. Lipman\r\nI asked a contractor doing some work on our house for an estimate. The first pass was a lump sum, and he was reticent to line item it. I explained that I too am in the service business, and that I had no issue with him making a fair profit. I just needed to know what the base cost was, and what premium my wife was adding to the party. I\'m sure my clients sometimes wonder the same. So here are three things to keep in mind when dealing with your agency.\r\n\r\n<strong>1. Talk About Value... Even if It\'s Awkward</strong>\r\n\r\nValue is generally understood as the ratio between price and quality. We get it -- in the service business, the value equation is hard to peg. In work for hire, agency models are most often based on time -- the goal is to get the best work in the shortest amount of time. Clients use leverage to minimize cost (and therefore time). But, fact of life, creativity needs time to \"bake\" -- it is an iterative science where mistakes are made (see Creative Inc., Ed Catmull\'s [head of Pixar and Disney\'s] new book about creative management], since the creative idea is not a tangible thing, it is not as efficient as, say, making widgets).\r\n\r\nEven though we all know that value often boils down to dollars, it\'s a known fact: Whether in friendship, marriage or business, money makes things a little more awkward. But while money is necessary to keep companies afloat, at the end of the day, the opportunity to do great work simply jazzes us creative types up. So please, let\'s have a candid conversation. We recently went through an RFP process where the client was moving to an agency relationship (from working with individual freelance vendors), for stability and consistency of high-quality work and service. The budget, however, did not change to address the new strategic partnering objective. Champagne taste: beer pocket, as they say. To be clear, you needn\'t kill a fly with a bazooka either. Define your own expectations, and recognize the market parameters.\r\n\r\n<strong>2. Good Partnerships Are Mutually Beneficial</strong>\r\n\r\nIn most healthy relationships, there\'s a fair amount of give and take. Each partner needs to feel like they\'re getting something in return for what they\'re giving. In the service business, however, the requirement is to give before receiving. The truth is, most agency people -- I\'ll speak for CBX -- are like puppy dogs; we want you to love us and give us treats because we want to please you more than anything (it is an emotional business, and trust me, you want it that way). It is amazing what the little things mean, like saying \"thanks for the effort,\" or saying you\'re sorry that the team worked the weekend. Don\'t worry -- you don\'t need to remember birthdays or buy flowers (that\'s our job). Just be aware and respectful and we\'ll bend over backwards for you. Hell, like a well-treated waiter who offers dessert on the house, we\'ll even give you more than you were looking for. After all, there\'s nothing like working for someone who appreciates what you\'re doing. We\'re currently working with a client who was formerly on the agency side. He\'s good enough to verbalize that he is empathetic because he\'s been on our side. He then unapologetically asks for deliverables in unreasonable amounts of time. The thing is, we are more than pleased to deliver as best we can because our client, while demanding, is straight with us. He\'s part of the process, quick to praise and as a result, our relationship is strong.\r\n\r\n<strong>3. Trust</strong>\r\n\r\nRespect is something earned everyday. Respect earned over time equals trust. And trust is everything. As an agency guy, I\'m most proud of our long-standing relationships with clients. Nice guys who do mediocre work don\'t last too long. Great work done by jerks is not sustainable either. Truly great firms have a secret sauce -- a magical combination of business-oriented thinking driven through a highly creative environment with delightful white glove service. We strive to be intimate with our clients -- because our relationships are where the value truly lies. Signs of a trusting relationship show that we can anticipate on your behalf, communicate without speaking, motivate teams on all sides, and innovate to further the business without formalities. Added bonus -- trust is wonderful in good times, but its value is clearly felt in the toughest situations.\r\n\r\nThe results of our work together will be judged by the success or failure of your brand and its products. At CBX, we believe that connectivity to the lives of people is what matters most -- it is our mandate. But make no mistake, the metric that underscores these connections is money, and that\'s the truth.\r\n\r\nRead more: <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/the-business-of-creativity-partnership_b_5198129.html\" target=\"_blank\">www.huffingtonpost.com/gregg-s-lipman/the-business-of-creativity-partnership_b_5198129.html</a>', 'The Business of Creativity: 3 Ways for the Client/Agency Relationship to Work', '', 'inherit', 'closed', 'closed', '', '1932-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1932, 'http://cbx.cappendev.com/1932-revision-v1', 0, 'revision', '', 0),
(3078, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>The industry continues to change at an increasing pace. Here\'s what the start of the next 20 years brings.</strong>\r\nIn two decades, brands have found many new ways to express their identity and connect with customers through packaging. We look at what is coming next.\r\n\r\nTwenty years ago, when BRANDPACKAGING put out its first issue, the packaging world looked very different. The way companies operated then wasn’t wrong; the CPG industry simply has an entirely changed set of marketing, branding and packaging ideals and undertakings today. Understanding the past is important, as is living in the present, but especially critical for brands now is watching the horizon for what will happen next in four key areas.\r\n\r\n<strong>BRANDING\r\n</strong>For decades, brands have used packaging to differentiate themselves from the competition, and to great success. Now, companies are requesting agencies take branding a step further: to their physical space.\r\n\r\n“When you are buying and selling products to consumers, branding is important everywhere,” says Anthony Deen, creative director, Environments at CBX. “When you walk into someone’s house, you form an impression. Everything from the artwork on the walls to the rug on the floor to the light fixtures on the ceiling all help you understand what the owners are trying to say about themselves. It’s no different with retail environments. That’s why it’s critical for retailers to establish a distinct voice and personality for their brand that connects to consumers on a higher, more experiential level. Retailers must now, more than ever, work very hard to engage consumers by defining the consumer experience and making it meaningful.\r\n\r\n“Branding spaces is about extending the brand into the physical environment — expressing a brand in a palpable way,” Deen continues. “For us at CBX, it includes designing everything from the packaging to the shelf talker on the gondola or a specialty endcap fixture. It includes the tradeshow booth where the discussion takes place between a manufacturer and retailers, the pop-up shop that introduces the product to consumers and the store itself.”\r\n\r\nNJOY\r\nBefore NJOY, the electronic cigarette/vaping category was still primarily entrenched in the visual world of tobacco, marketed as a cessation or tobacco alternative rather than a unique experience unto itself. CBX was challenged to reinvigorate and relaunch the brand as a unique, full-flavor experience in a rapidly growing category.\r\n\r\nThe agency conducted in-depth ethnographies and category audits that uncovered the target audience — the male millennial and the older transitional smoker. While the team didn’t want to alienate the female consumer, the brand needed to speak to the millennial who revels in hedonistic pleasure and lives life in the moment.\r\n\r\nCBX came up with a brand identity that was vibrant, engaging and disruptive in store. The agency relaunched NJOY’s original six SKU line, as well as two new lines, ultimately delivering 150 SKUs in total. The agency supported the launch and developed consumer-facing POS displays in 7-Eleven, Walgreens and other convenience store locations.\r\n\r\nFrom there, CBX created full-scale environments at trade shows, mobile vaping bars and the first free-standing NJOY retail location. The NJOY Vaping Bar it created can be found at The LINQ, a Caesars Entertainment property in Las Vegas.\r\n\r\nThe reaction was quick and intense: Less than three months after the relaunch of its vaping products, NJOY reached No.1 in retail sales, capturing 23.7 percent of this growing category, and accounted for 85 percent of the segment growth. By September 2014, NJOY grew to a 4.4 share and its market share continued to rise, with the aim of a 10 point share to be earned by the end of 2015. The new recharge line knocked LOGIC off the No.1 spot, and NJOY became the leading mass brand in the emerging flavor/vaping segment.\r\n\r\nRead the full article in <a href=\"http://www.brandpackaging.com/articles/85344-the-changing-landscape-of-branding-and-packaging\" target=\"_blank\">Brand Packaging</a>', 'The Changing Landscape of Branding and Packaging', '', 'inherit', 'closed', 'closed', '', '2184-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2184, 'http://cbx.cappendev.com/2184-revision-v1', 0, 'revision', '', 0),
(3079, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n<p style=\"text-align: center;\">\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em></p>\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\n&nbsp;\r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0),
(3080, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>You\'ll never have breakthrough ideas if you\'re living life entirely through a screen. Which is why Rick Barrack, chief creative officer at branding firm CBX, recently dumped 10 pounds of sand on a conference room floor.</strong>\r\nBy Rick Barrack\r\n\r\nRick Barrack, the chief creative officer at the branding firm CBX and the man responsible for Duane Reade\'s successful redesign, believes that a life lived entirely through a screen is one that\'s probably short on genuine creative output. Which is why at CBX, it\'s all about the tactile. The objects around his team, Barrack says, help them dream up new directions and identities for their clients\' products. CBX\'s office, he says, is \"built around the spirit of theatrics\" that has gone as far as filling a room full of sand to re-create the feel of a beach. Here, he shares his creative case for stuff.\r\n\r\n<em>This conversation has been condensed and edited for clarity.</em>\r\n\r\n<strong>Stuff Is The Stuff Of Inspiration</strong>\r\n\r\n\"One of the areas that we find really important, particularly in this day and age of the computer and social media and such, we find it necessary and critical to get back to our roots. What I mean by that is, as a branding agency, our consumers and the audience that we speak to are picking up product and living with brands that are tangible and are not necessarily always viewed through a monitor. We find it really important when being briefed and initiated into a given project to immerse ourselves in what we call \"stuff\"--stuff that inspires us, stuff that motivates us, stuff that provokes thought and interest, and helps us live the brands that we\'re so lucky to initiate with.\"\r\n\r\n<strong>Really Live The Brand</strong>\r\n\r\n\"I think living the brand is really important and you can live the brand in many ways. What we really ask people here to do is to immerse themselves in analysis and thought through physical and tangible tools. We\'ve even set the culture up in a manner that manifests that, such as having areas within the company that are more communal, that allow for the collection of material products, analogs, and other things that you would find out in the marketplace off the shelf.\r\n\r\n\"It doesn\'t stop there. It goes as far as having examples and representative materials that would speak to what a given consumer would be experiencing in their lives that would be associated with or adjacent to the product or brand initiative that we\'re engaged in. If we\'re being asked to create a new brand for a liquor product, for example, we would immerse ourselves in products that would be associated with those liquor products, or products that people would experience adjacent to those liquor products. So that\'s things such as glasswear or tobacco products, or things that would be found at a typical bar.\r\n\r\n\"We are pushing out on this idea much further than we ever have before. We are creating not only war rooms but conference rooms that are experiential in everything not just from the work, but the products that are adjacent.\"\r\n\r\n<strong>An Experiential Office Space Is a Creative Office Space</strong>\r\n\r\n\"Our office is built around the spirit of theatrics. Much of the work that we do needs to create or provoke an experience. In our office, we want people to feel from the moment they walk in that they are stepping into an experience. And that experience is one that is comfortable to them, is familiar to them. We have living room space throughout the office--little living rooms that are set up not only for communal ideation but also to provoke free thought. Our furniture themes are very warm and living-room like. Our space is very communal.\r\n\r\n\"We do not have necessarily specific breakout rooms, where ideation needs to happen. Ideation can happen anywhere. I have my own office; I work around a circular dining room table versus a traditional desk. It helps foster the same spirit that the rest of the office provokes: communal conversation, ease and approachability, and the ability to have free thought.\r\n\r\n\"It\'s really important for people, in order to inspire creativity, to have comfort and familiarity. If people are familiar and comfortable in their environment it actually allows for free thought and it allows for people to take a breath and relax and think through things. My office is my comfort zone.\"\r\n\r\n<strong>Get Creative Tools</strong>\r\n\r\n\"I encourage my teams to live the brands that they are working with every day, to use the products that we\'re actually working on, and to shop at the stores where the products are sold that we\'re working on. While I don\'t have a specific recommendation on how to get inspired, I do know what has worked for us: Think freely about how one immerses in problem solving and think about the tools differently.\r\n\r\n\"The analogs can provide greater insight than the actual product. Another good example, for a beverage project that we did here at the office: as opposed to building a conference room and pinning up designs on the wall, we actually created an entire experience within that conference room. We brought in paraphernalia and accessories and tools. We even changed the color of the conference room, painted the conference room, laid sand in the conference room. The product was having fun in the sun, so we brought in things that were about what people have fun with in the sun and what people’s perceptions were. Instead of having an area rug in the conference room, we brought in 10 pounds of sand. It was a nightmare to clean up at the end, but during the process it got people into the mindset immediately.\r\n\r\n\"Find the tools that allow you to get into the mindset of what that brand is about. That’s what my idea of living the brand is: transforming experience.\"\r\n\r\n<img class=\"alignleft  wp-image-7891\" title=\"CBX-105\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/CBX-1051-1024x682.jpg\" width=\"279\" height=\"185\" />\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2014/04/1212-MP-InsideTheStudio_7.jpg\"><img class=\"alignleft  wp-image-7889\" title=\"1212 MP InsideTheStudio_7\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/1212-MP-InsideTheStudio_7.jpg\" width=\"279\" height=\"185\" /></a>\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<img class=\"alignleft  wp-image-7893\" title=\"3028545-slide-s-2\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/3028545-slide-s-21.jpg\" width=\"279\" height=\"187\" />\r\n\r\n<img class=\"alignleft  wp-image-7888\" title=\"1212 MP InsideTheStudio_2\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/1212-MP-InsideTheStudio_2.jpg\" width=\"279\" height=\"186\" />\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\nRead more: <a href=\"http://www.fastcompany.com/3028545/agendas/the-creative-case-for-stuff\" target=\"_blank\">www.fastcompany.com/3028545/agendas/the-creative-case-for-stuff</a>', 'The Creative Case For Stuff', '', 'inherit', 'closed', 'closed', '', '1937-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1937, 'http://cbx.cappendev.com/1937-revision-v1', 0, 'revision', '', 0),
(3081, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<p>NEW YORK – Before there is a dazzling store, there has to be a magnificent space. Duane Reade had such a space at 40 Wall Street, and it shows in the chain\'s bold new drug store there.\r\nThe fantastic architectural detail at the lower Manhattan skyscraper — including archways, tall windows and David Rockefeller\'s office fireplace — led to a drug store like no other, says Joe Bona, president of the retail division of New York-based CBX, which designed the 22,000-square-foot unit.\r\n\r\nThe fantastic architectural detail at the lower Manhattan skyscraper — including archways, tall windows and David Rockefeller’s office fireplace — led to a drug store like no other, says Joe Bona, president of the retail division of New York-based CBX, which designed the 22,000-square-foot unit.\r\n\r\n“One of the good things about doing work in the city is that every once in a while you come across spaces that are unique,” says Bona.\r\n\r\nThe 72-story financial district building dates to 1930, and it was the tallest in the world before being overtaken by the Chrysler Building while still being recognized as “the crown jewel of Wall Street.” Its dramatic use of space “made the project that much more fun to work on,” Bona says.\r\n\r\nThe former bank space also happened to have about 8,000 square feet more than a typical Duane Reade, affording the chain an opportunity to pioneer offerings such as a sushi bar, juice bar, fresh food section and “Up Market” dining area. While not a sit-down restaurant, Up Market does allow shoppers to “decompress” with a bite to eat, Bona says.\r\n\r\nThe idea of luxuriating with some gourmet food seems natural at a store with double-height ceilings and windows, he adds. “As you get off the escalator you’ve got this high, dramatic ceiling and four or five archways framing the colonnades both sides of the main space, and it’s just very, very dramatic.” CBX filled the archways with white subway tile “that helped bridge old-world style with new age design in a way that felt seamless and purposeful,” says Bona.\r\n\r\nWhile taking advantage of the details, CBX also adapted them for a 21st century drug store where necessary. To create a nail salon, for example, the fireplace’s heavy oak paneling was replaced with white marble around the mantle, to complement white walls. Recessed cove LED lights for a soft purple glow and a coffered ceiling with a modern crystal chandelier were also added.\r\n\r\nThe new look changed what had the feel of a men’s club to something more appropriate for women, Bona notes. “I would have loved to have kept it as it was, because it was a unique office of a famous person. But, in the end, we were able to transform this area into a modern, welcoming space while retaining the visual impact of the fireplace.”\r\n\r\nOn the other side of the mezzanine, three white marble archways were used to form the walls of a hair salon. Two of the archways occupy their original positions; a third, crafted of similar marble, was carefully removed and relocated to the area in its entirety.\r\n\r\nComplementary faux marble panels were added to fill in where needed to vertically extend the archways and complete the visual story.\r\n\r\n“While there aren’t many opportunities to work in spaces like 40 Wall Street, some of the store’s design components, programs and offerings could be rolled out in neighborhood locations where warranted,,” Bona says. As urban as the outlet seems, Bona sees potential for certain of its elements in the suburbs. He views it as “the convenience store for women,” saying features could work at Main and Main.\r\n\r\n“From a design standpoint and also from an offer standpoint, I actually think it’s a perfect model for the industry. It redefines convenience, because it’s a store where you can get soda, beer, snacks and groceries, including fruits, vegetables and salads, and even some meats. Yet, it’s still a pharmacy and it has what women are looking for in a drug store — namely, the beauty component. You put those things together in a nice setting and if it were on every busy corner in the suburbs it would be a hard store to beat. Put gas pumps out front and who knows? I think it would work anywhere. I believe in Duane Reade as an urban retailer, but I think the idea certainly could reshape the chain drug industry.”\r\n\r\nWhile the chain has become known for striking stores, including outlets designed by CBX on Spring Street in Manhattan and in the Williamsburg section of Brooklyn, Bona says there is a Duane Reade “brand standard” with a strict set of guidelines and rules for a consistent store look and feel.\r\n\r\n“Part of our job is to not get so enamored of the different spaces we’re working with that we’re designing one-off stores. Our job is not to focus on design for the sake of design.” While the design and branding firm has localized outlets with such features as a growler bar in Williamsburg, “by and large what we try and do is maintain the integrity of the brand,” says Bona. A shopper walking into any Duane Reade “should feel almost the same experience,” he explains.\r\n\r\nEven the 40 Wall Street store is divided into color-coded “How I Look,” “How I Feel” and “What I Need Now” sections for beauty, health and convenience products, he notes. ”We use the imagery and graphics in a consistent way no matter what the space.”\r\n\r\nHe credits Duane Reade president Joe Magnacca, who has overseen the chain’s overhaul with such launches as the Look Beauty boutique, with being a major inspiration for the unique offering in the new store.\r\n\r\nCBX’s relationship with Duane Reade started with its work a couple of years back on the chain’s private label packaging design. The line, DR ­Delish, proved so successful that parent company Walgreen Co. adapted it for a chainwide rollout under the Good & ­Delish name. The store brand work led to store design work, resulting in CBX’s design of some 40 units last year. The firm is on track to design a similar number of units this year.\r\n\r\nCBX partner Todd Maute, who directs the firm’s retail and private label business, credits the management of Duane Reade and Walgreens, where Magnacca is president of daily living products and solutions, as being “the most open-minded, quick to execute, and strategic” he has worked with in the industry.\r\n\r\n“It’s unique for a retail organization to define itself based on the marketplace, and act on the dynamics and nuances on a neighborhood by neighborhood basis, as fast as they have,” he says. “Whether it was their private label, or 40 Wall Street, they pushed the envelope, made decisions and executed flawlessly. This store was designed in record time. From concept to completion, the process — including the creation and trademarking of logos and brands and the retrofitting of an extra-large space — took six months. It was a great experience.”\r\n\r\n<a href=\"http://www.chaindrugreview.com/inside-this-issue/news/08-29-2011/the-designers-who-helped-duane-reade-create-a-hit\" target=\"_blank\">http://www.chaindrugreview.com/inside-this-issue/news/08-29-2011/the-designers-who-helped-duane-reade-create-a-hit</a>', 'The designers who helped Duane Reade create a hit', '', 'inherit', 'closed', 'closed', '', '1740-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1740, 'http://cbx.cappendev.com/1740-revision-v1', 0, 'revision', '', 0),
(3082, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nTweens are a complicated bunch—as parents and marketers know. Considered “too old for toys, too young for boys (and girls),” this demographic of kids ages 9 to 14 is feisty, opinionated, honest, sharp, cynical, and responsible for $200 billion in sales a year. That means tweens yield a tremendous amount of purchasing power, which is why every smart marketer needs to keep them top of mind in 2012.\r\n\r\nCreating, designing, and marketing brands for tweens, however, is a challenge mostly because tweens are full of dichotomies.\r\n\r\n1. Tweens aspire to be older—but are still children.\r\n2. They want to be unique—but also fit in.\r\n3. They have strong ideas about what they want to buy—but need parental involvement and approval to purchase desired items.\r\n\r\nThat last point means marketers need to talk authentically to teens and, at the same time, convince parents that the products are worth their money.\r\n\r\nAppealing to parents and tweens isn’t easy. And as the parent of a tween, I can tell you that there’s a fine line between being cool and trying too hard. (I’ve gotten the stink eye one too many times for corny comments I’ve made in front of my daughter.) <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/bigstock_Group_Of_Tweens_With_Thumbs_Up_4782253-300x200.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/bigstock_Group_Of_Tweens_With_Thumbs_Up_4782253-300x200.jpg\" alt=\"\" title=\"bigstock_Group_Of_Tweens_With_Thumbs_Up_4782253-300x200\" width=\"300\" height=\"200\" class=\"alignright size-full wp-image-552\" /></a>\r\n\r\nMy company, CBX, found out how difficult it is to appeal to both tweens and parents when we, as brand stewards of Kimberly-Clark’s U by Kotex feminine care line, were asked to design U by Kotex Tween. After conducting a deep dive to get into the minds of tween girls, we created packaging that featured:\r\n\r\n-Copy that speaks to girls honestly and openly\r\n-A black and pink glittery pack that conveys the idea of “girly princess meets teen rebellion”\r\n-Star-shaped peekaboo windows that let girls see the brightly colored product\r\n-Designs with hot pink doodled stars and hearts that could be straight from girls’ notebooks\r\n-Discreetly designed packaging and product, so as not to embarrass girls\r\n-The designs were a hit in addressing a tween’s desire for freedom and self-expression, and her mom’s need for reassurance and safety. By appealing to both tweens and -parents, sales of U by Kotex Tween helped Kotex capture a 15.9% share of the tampon market and 19.4% of the sanitary napkin and liners segment.\r\n\r\nAnother product that tweens like and parents approve is Someday perfume. Do you have a Biebs lover in your house? (I do!) Justin Bieber and his team just keep hitting it right from a branding angle. His perfume for girls, Someday, strikes a perfect balance between being modest enough for parents and alluring enough for tweens. In the ads, a young girl is shown pining for Justin, who is shown against a backdrop of purple, his favorite color (and that of many tween girls). The perfume bottle features blooming hearts that appeal to this love-obsessed demographic and a removable key and jewel-encrusted heart to carry Justin wherever the tween goes. Tween-friendly elements such as those helped Someday bring in $3 million in sales in its first three weeks.\r\n\r\nTween Marketing Gone Horribly Wrong\r\n\r\nNot all products can balance the appeal to tweens and their parents. Some products miss the mark completely and get shunned by both tweens and parents.\r\n\r\nFor example, let’s take Abercrombie Kids’ Ashley Push-Up Triangle. The bikini top lined with push-up padding was marketed to girls as young as eight. Eight! Tweens may want to seem grown-up, but their parents still want to keep them kids—which is why parents were absolutely furious over the product. Abercrombie & Fitch backpedaled, saying the product was always intended for girls ages 12 and up. The bikini top was soon removed from shelves, and Yahoo Finance’s 24/7 Wall Street placed the Ashley Push-Up Triangle in its No. 1 slot for biggest product failure of the year.\r\n\r\nHow to Best Reach Tweens\r\n\r\nIn addition being smart about tween products, marketers have to be savvy about their advertising and promotions. Gone are the days of reaching tweens via 30-second TV spots. Tweens are tech-obsessed, always looking for the newest and coolest platforms and gadgets. This audience likes to push its boundaries, albeit within a controlled environment like Mommy and Daddy’s house. New platforms come out every day. (Facebook and Tumblr are being replaced by newer programs like Xbox Live and Sweety High.) The most successful ads tend to mix an element of danger with something safe and responsible.\r\n\r\nHere are a few rules for marketing to tweens.\r\n\r\n1. Know your audience\r\nConduct a serious deep dive into the media, technology, fashion, and products that are speaking to tweens today.\r\n\r\n2. Tell it (to parents and tweens) like it is\r\nTweens want to be talked to—not down to. Immerse yourself in their lingo, and keep your words short and sweet in a relatable, conversational tone. But be sure to use language that doesn’t completely alienate parents; they’re the ones paying, after all.\r\n\r\n3. Wow them\r\nAlways include an element of surprise, something unexpected and fun, that will stand apart from the competition as well as from their parents’ products. Funky graphics, glitter, stickers, and jewels all feel like special treats for tweens.\r\n\r\n4. Give tweens a voice\r\nTweens like to put their stamp on the world, so give them avenues for feedback on social networks.\r\n\r\n5. Keep cool\r\nLastly, keep in mind that tween trends change like the weather… Be sure to stay abreast of what’s cool right now. If you don’t know what’s trendy, tweens won’t give you the time of day.</p>\r\n\r\n<a href=\"http://www.mpdailyfix.com/the-dos-and-donts-of-tween-marketing/\" target=\"_blank\">http://www.mpdailyfix.com/the-dos-and-donts-of-tween-marketing/</a>', 'The Do\'s and Don\'ts of Tween Marketing', '', 'inherit', 'closed', 'closed', '', '1542-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1542, 'http://cbx.cappendev.com/1542-revision-v1', 0, 'revision', '', 0),
(3083, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>A push for more efficient healthcare challenges designers to bring medical services to retail</strong>\r\nAny Lab Test Now is probably your doctor’s worst nightmare. The service, which allows patients to request their own lab tests without a physician’s order, has even trademarked the phrase “No insurance? No problem.” It’s like Googling your own symptoms on steroids: Instead of a rumpled printout (apology expected), you can hand your physician a crisp set of lab results to back up your self-diagnosis.\r\n\r\nRead more: <a href=\"http://vmsd.com/content/doctor\" target=\"_blank\">http://vmsd.com/content/doctor</a>', 'The Doctor Is In', '', 'inherit', 'closed', 'closed', '', '1828-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1828, 'http://cbx.cappendev.com/1828-revision-v1', 0, 'revision', '', 0);
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(3084, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>Brands are telling consumers how they will feel if they buy their product—and are doing it front and center on their packages.</strong>\r\nMaybe it’s me, but it seems like everywhere you look these days, there’s bad news: war, domestic shootings, political unrest, Middle East Respiratory Syndrome (okay, so that was a false alarm, but still…). With headlines like these, is it any wonder that people are grasping for positivity wherever they can find it? Not surprisingly, Pharrell Williams’ “Happy” song is the anthem of 2014, the one that got Meryl Streep dancing in the aisles at the Oscars. Pharrell is proud to tell everyone that he’s happy, and you should be too, dammit.\r\n\r\nPop songs have no problem telling you how you should be feeling, and now brands are following suit by staging end benefits front and center on pack. A recent trip down the supermarket aisle proves how brands are leveraging this strategy. Several can be seen using a strong end benefit to make the consumer believe they need to buy these products to feel better about life. To feel refreshed, optimistic, energized and—you guessed it—happy. Instead of human behavior driving brands, as they once did, it now seems that brands are the ones driving human behavior.\r\n\r\nAnd when I say they are “on pack,” I’m not saying that these messages are simply tertiary copy buried beneath a brand, sub-brand or claim. In many instances, the end benefits are promoted prominently, and have even become part of the brand name.\r\n\r\nCrest recently launched a new line, “Be,” that lets consumers define themselves based on the products they are using. Forget about getting clean teeth and fresh breath—now, you can recalibrate your psyche with just one brush! Be INSPIRED, in a Vanilla Mint Spark flavor, is for those who feel their dental routine is a little, well, underwhelming. Be ADVENTUROUS, in a Mint Chocolate Trek flavor, takes your mouth on an exhilarating ride. And Be DYNAMIC, with its unusual Lime Spearmint Zest combination, tingles the senses with bold and unexpected flavors. The thing that gets consumers’ attention is the prominent sub-brand “Be”; and the end benefit that follows reinforces who and what they should be (inspired, adventurous, dynamic). Crest believes that the emphasis on the potential of what one could be will ultimately drive sales.\r\n\r\nDietary supplement brand, Neuro, prominently features its end benefit front and center on its bottles. In fact, this benefit is so much larger than the actual brand name that you might think that SLEEP (with the tagline “Sweet Dreams”) is the brand, rather than a sub-brand. With this approach, Neuro is trying to lure consumers who are looking for an end benefit, not a specific brand. It’s a great strategy because who wouldn’t be attracted to a product that has the ability to change one’s behavior for the better? Hell, any drink that would help me sleep more soundly is one I’d happily give a shot.\r\n\r\nI have to admit, there’s something incredibly appealing about a brand trying to enhance my well-being. But I also can’t help but wonder: Is it realistic to expect a brand to make us feel a certain way about ourselves? Most people would say no, but in a time when books like “The Happiness Project” put a premium on feeling happy, I guess my response is: Why not? After all, Coca-Cola, Apple and Betty Crocker—three of the biggest brand names of our time—have been asking us to feel and behave in certain ways for years, but have limited the use of these messages to their advertising campaigns.\r\n\r\n“Have a Coke and a Smile”—a slogan that embodied Coke’s M.O. to spread happiness around the world—has appeared in Coke ads and on promotional collateral for years but rarely on actual bottles. Ditto for Apple, who used “Think Different” in its groundbreaking ad campaign, and put the letter “i” before its product names. (They claim the “i” stands for “interactive,” but there’s no question it also references the individual who puts his/her own stamp on whatever Apple device they are using.) For years, Betty Crocker inspired consumers to “Bake Someone Happy.” What heartless soul wouldn’t bake a dozen cupcakes to make their kids smile?\r\n\r\nSo, at the end of the day, I wholeheartedly welcome this movement. It’s a lot easier and cheaper than paying a therapist $200 an hour to have you vent about your emotions or complain about why you’re not sleeping at night.\r\n\r\nI can’t wait for the day when I can buy a shampoo that will make me feel more creative or use a deodorant that not only helps with perspiration but also makes me feel like a better parent. Soon, we might not even need to analyze how we’re feeling at all—the brands can just do that for us. And singers like Pharrell, of course.\r\n\r\nRead more: <a href=\"http://www.packagingdigest.com/packaging-design/the-era-of-feel-good-packaging140814\" target=\"_blank\">www.packagingdigest.com/packaging-design/the-era-of-feel-good-packaging140814</a>', 'The era of feel-good packaging', '', 'inherit', 'closed', 'closed', '', '1984-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1984, 'http://cbx.cappendev.com/1984-revision-v1', 0, 'revision', '', 0),
(3085, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'by Meg Asaro,\r\nCulture has become quite the buzz word as of late. The word itself has been trending on Merriam-Webster as the third most popular on their site (06.26.14). Is it because culture is literally expanding in size or because it is one of those words that has different meanings and needs clarification? I believe the root cause is related to both.\r\n\r\nThe dictionary definition of culture is “the beliefs, customs, arts, etc. of a particular society, group, place or time.” That makes total sense but, as a brander, I see culture as the palpable environment in which brands gain or lose relevance and meaning. For my work, the definition needs be more specific and actionable, setting up a call and response between culture and consumer, with brand smack dab in the middle of that conversation.\r\n\r\nSomething along the lines of “culture is the fusing of opportunity and motivations through mass behavior.” Redefining culture in this way makes room for the ever-changing symbiotic relationship between consumer and culture, humans and their environment and allows brands to connect on a deeper level. Deconstructing the definition a bit for clarity, motivations refer to the consumer need and opportunity to the shifting white space that brands inhabit in order to best satisfy that need.\r\n\r\nOnly by connecting a human need to a brand truth can brands hope for solid traction. Think of a brand that moves you. For me, it is Target. Experiencing awesome design at affordable prices, with modernized version of songs from my past (“Unbelievable,” 1991 from their back-to-school clothes spot) totally yins my yang.\r\n\r\nBut, today, there is a big challenge looming. We live in a time of constant content bombardment. Perpetual information is bought and sold, repurposed, consumed and more and more, forgotten. Ray Kurzweil’s “accelerating intelligence” is here. It is not a cultural shift of tomorrow but a reality of today. Culture is accelerating and is now much more fractured, splintered and well, weak. As the connective tissue between brand and consumer, it is getting stretched so thin that it is becoming more difficult to know what is true, what to latch onto and ultimately, what to leverage. Basically, it is becoming harder to find true relevance as cultural relevance itself is becoming less potent.\r\n\r\nI stumbled on cultural strategy as a profession by happenstance about 16 years ago when I worked as a cultural curator: someone who defines and re-appropriates cultural meat for brand strategy and, ultimately, expression. At the time, Naomi Klein came out with No Logo and stated, “Whoever produces the most powerful images, as opposed to products, wins the race.” Tracking cultural shifts back then was dare I say, easy. You could see them coming from Technohuman (the melding of technology and humanity) to S/he (gender bending) to Mass Class (the democratization of design - thanks Martha).\r\n\r\nWe talked of white space and penetrating gray matter because we could with culturally relevant image and design. Culture had gravitas and weight and we had water cooler moments to discuss and dissect. But progressively, these moments got fractured. Common cultural stories were told in smaller like-minded tribes. And those bigger cultural moments? They got uglier. The squeaky wheel tends to get the grease, or the loudest voice the mic, more appropriately. Examples that come to mind range from the Real Housewives juggernaut to Miley’s twerking to the unfortunate nature of the coverage of our beloved Robin Williams‘ death. We don’t need all the gory details but the school of thought that’s winning today says: sensationalism sells.\r\n\r\nI look back at 1998 with rose-tinted glasses. We saw the future through brightly colored iMacs and Woody from “Toy Story.” But, we could also turn ourselves off and just be human, find some peace. Cyber reality was just that, another world to enter and leave. Today, we are never unplugged, the thought is foreign as our smartphones get smarter and our addiction grows. Google Executive Chairman Eric Schmidt is famously quoted as saying, “Every two days, we create as much information as we did from the dawn of civilization up until 2003.” Because of this, I sometimes find myself feeling overwhelmed and overloaded. I worry that we are experiencing a cultural fracturing, and that perhaps a deep cavernous disconnection has begun.\r\n\r\nSo, in this world where overload is the new normal, what is a brand to do? How can brands connect with consumers and actually, really, still break through?\r\n\r\nI have a few thoughts:\r\n\r\n<strong>1. Be strong</strong>\r\n\r\nIt is brand’s role to act as a stabilizer in this cultural uncertainty. JC Penney illustrated what happens when a brand radically departs from what they know. They crumbled fast but thankfully are back on track, returning to their original logo and common industry practices.\r\n\r\n<strong>2. Be true to your brand’s roots</strong>\r\n\r\nDon’t act upon a cultural shift that is not true to the DNA of your brand. Remember Pepsi’s Refresh Project? It didn’t resonate because cause marketing was not core to the brand. Once they started embodying being “timely” to Coke’s “timeless”, did Pepsi gain traction. They now message “current” to go up against Coke’s “classic”, leveraging a rich history of using “of the moment” musicians to retain cultural relevancy.\r\n\r\n<strong>3. Be ahead of the curve</strong>\r\n\r\nBrands that follow by nature tend to get swallowed up in the abyss and don’t truly stand for something. Yesterday’s low fat is today’s whole grain.\r\n\r\n<strong>4. Research culture relevant to your tribe</strong>\r\n\r\nContinually monitor your core constituents, their behaviors and needs. With today’s cultural fracturing, staying close to those who love your brand allows you to stay at the heart of the conversation and respond with culturally relevant stories. Only then are we truly allowing brands to do their thang.\r\n\r\nRead the full article <a href=\"http://www.mediapost.com/publications/article/235777/the-fragility-of-culture.html\" target=\"_blank\">here</a>.', 'The Fragility Of Culture', '', 'inherit', 'closed', 'closed', '', '2011-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2011, 'http://cbx.cappendev.com/2011-revision-v1', 0, 'revision', '', 0),
(3086, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Brand agency CBX collaborated with 826NYC, an organization that helps under-resourced students in New York, to create design and packaging for a tropical oasis-style lemonade stand in New York City. The project was part of a special collaboration to support 826NYC\'s project-based learning format.\r\n<img class=\"wp-image-8436 alignleft\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_2.jpg\" alt=\"LemonadeStand_2\" width=\"635\" height=\"509\" />\r\n\r\nFor two months, students and agency creatives developed concept and design for the ‘Sweet ‘n Sour Chillville’ lemonade stand. The goal of the project was to spread the word about 826NYC\'s mission while giving children of the program, who range in age from nine to 12, the chance to work side-by-side with the CBX creative team on everything from the naming of the business to the design of the logo, stand, signage, product packaging, and uniforms.\r\n\r\nThe stand was unveiled at Manhattan’s Flatiron Plaza on August 20, and 11 students from the organization interacted with the public, collecting donations and sharing the organization\'s mission with their customers. The effort raised nearly $3,000 for the Brooklyn-based organization.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_3.jpg\"><img class=\"wp-image-8437 alignleft\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_3.jpg\" alt=\"LemonadeStand_3\" width=\"650\" height=\"433\" /></a>\r\n\r\nUnder the students’ vision, the  10-ft. by 20-ft. installation was designed to resemble “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” complete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage. Information on the project and 826NYC was provided on a TV monitor and additional signage.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” noted Joshua Mandelbaum, executive director of 826NYC.\r\n\r\n826 founder Dave Eggers added: “As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.”\r\n\r\n“Our purpose in taking part in this project was to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, Managing Partner of the Manhattan-based CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.  I\'m proud that CBX was able to make a difference in these kids’ lives, and we will continue to work with the organization in the future. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_4.jpg\"><img class=\"alignleft size-thumbnail wp-image-8439\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_4-150x150.jpg\" alt=\"LemonadeStand_4\" width=\"150\" height=\"150\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_5.jpg\"><img class=\"alignleft size-thumbnail wp-image-8440\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_5-150x150.jpg\" alt=\"LemonadeStand_5\" width=\"150\" height=\"150\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_6.jpg\"><img class=\"alignleft size-thumbnail wp-image-8441\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_6-150x150.jpg\" alt=\"LemonadeStand_6\" width=\"150\" height=\"150\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_7.jpg\"><img class=\"alignleft size-thumbnail wp-image-8442\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_7-150x150.jpg\" alt=\"LemonadeStand_7\" width=\"150\" height=\"150\" /></a>\r\n\r\n<img class=\"alignleft size-thumbnail wp-image-8443\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_8-150x150.jpg\" alt=\"LemonadeStand_8\" width=\"150\" height=\"150\" />\r\n\r\n<img class=\"alignleft size-thumbnail wp-image-8444\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_9-150x150.jpg\" alt=\"LemonadeStand_9\" width=\"150\" height=\"150\" /><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_11.jpg\"><img class=\"alignleft size-thumbnail wp-image-8447\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_11-150x150.jpg\" alt=\"LemonadeStand_11\" width=\"150\" height=\"150\" /></a><img class=\"alignleft size-thumbnail wp-image-8448\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_101-150x150.jpg\" alt=\"LemonadeStand_10\" width=\"150\" height=\"150\" />\r\n\r\n<em>826NYC is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips.</em>\r\n<em>Along with CBX, two New York City firms, Big Apple Visual Group and Suite Spot lent their services on a pro-bono basis.</em>\r\n\r\nRead more: <a href=\"http://www.thedieline.com/blog/2014/9/9/the-great-lemonation-imagination-collaboration?utm_content=buffer9edc9&amp;utm_medium=social&amp;utm_source=twitter.com&amp;utm_campaign=buffer\" target=\"_blank\">www.thedieline.com/blog/2014/9/9/the-great-lemonation-imagination-collaboration?utm_content=buffer9edc9&amp;utm_medium=social&amp;utm_source=twitter.com&amp;utm_campaign=buffer</a>', 'The Great Lemonation Imagination Collaboration', '', 'inherit', 'closed', 'closed', '', '1994-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1994, 'http://cbx.cappendev.com/1994-revision-v1', 0, 'revision', '', 0),
(3087, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Meg A.\nLast week, after taking the train to the \'burbs and then picking up my four-year-old son from preschool, I was lucky enough to witness a tender moment. A father and his kids were sitting on their stoop, barefoot, happily watching the world go by. The dad was dressed casually, the toddler was in shorts and the baby was hanging in his diapers. They clearly had been home all day -- you could tell that they had happiness and rhythm in their world, a successful hallmark of being a stay-at-home parent. The only thing \"unusual\" about this scene was that a man was in the nurturing role, traditionally embodied by a woman.\n\nThis scene got me thinking about how gender roles have shifted, even reversed -- and how as a result, advertising is challenged in authentically portraying these roles today.\n\nSo much of the dialogue today is around the rise of women: Look at them break through that glass ceiling! I remember my mom going to work. One day, she sat me up on the washing machine, showed me how to use it and said, \"I’m going to work now so you are going to have to learn how to take care of yourself.\" I was in third grade and welcomed the responsibility, I learned independence and self-reliance, says the former latchkey kid. Looking back, I see that my mom taught me that women can do, get and be whatever they want. But where do men fit in this equation? Especially now that women are being raised to be self-sufficient, heroes in their own right that don’t need a man to save the day? With every action comes a reaction. Where are men in this ongoing cultural shift?\n\nAs culture shifts, so do brands. Let’s look through the lens of traditional female roles to see how they are portrayed in brand messaging and advertising today. Female roles tend to fall into two camps: the madonna or the whore. Can men wear these shoes?\n\nLet\'s start with the whore. (I promise not to get too dirty.) We see this role portrayed by women all the time when products are marketed to men -- namely beer or HBA products that tempt men with the idea that they might “get some.” Let’s hire us a hottie to move some cases. Easy!\n\nBut can the same visual strategy apply to products traditionally marketed to women? Brands such as Liquid Plumbr and Velveeta are giving it a whirl. Clearly, it is quite entertaining to reverse the roles but does it work? With an air of self-deprecation about them, these ads seem forced and inauthentic. Perhaps taking it to humor instead of to sexy is more palatable for mainstream America, but it does feel a bit more Chippendales than <em>Magic Mike</em>. Perhaps this is still an unnatural role for men to play or even to be viewed in? Basically, unless the man wants to be an object of desire (we love you, Channing Tatum) this image won’t ring true to the viewer.\n\nLet\'s now look to the madonna role. Madonna (no, not that one) is the quintessential nurturer -- a caring persona whose goal is to care for or help others. In modern-day layman terms, the mom role. But today, with approximately 20% of men who are stay-at-home dads, these waters are getting rather muddied. Part of this is due to the “mancession” (yes, that’s a word) but part of it is choice. “There are a lot of guys out there that had remote relationships with their own fathers and they don’t want that with their kids,” according to Jeremy Adam Smith, author of The <em>Daddy Shift</em>.\n\nWhich brings us back to that guy on the stoop. What did I love so much about that moment? It was <strong>real</strong>. Men as nurturers might not have a historical precedent, but it is a role that is becoming more and more authentic today. Ask yourself, what is more attractive to a female eye? A man in a uniform or a man with a baby? The times they are a changin\'.\n\nWe see this in advertising more and more today, especially around Father\'s Day, with brands like Wells Fargo, Huggies and Oral-B, the latter of which showcased this trend in its Power of Dad spot.\nBy elevating the conversation to the concepts of nurturing and love, we find a universal story that speaks to anybody with a heart. Screw the stereotypes -- the heart wins every time. Who are these ads resonating with most, mom or dad? The answer is both, methinks. \n\n<a href=\"http://www.mediapost.com/publications/article/204771/the-great-role-reversal.html?print#ixzz2a9vpBNf4\" target=\"_blank\">http://www.mediapost.com/publications/article/204771/the-great-role-reversal.html?print#ixzz2a9vpBNf4</a>', 'The Great Role Reversal', '', 'inherit', 'closed', 'closed', '', '1835-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1835, 'http://cbx.cappendev.com/1835-revision-v1', 0, 'revision', '', 0),
(3088, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Coca-Cola, Tiffany &amp; Co., and John Deere have all leveraged color to a point where it has become synonymous with their brand identities. But just how does a brand go about identifying color and trends that generate relevance in order to connect with consumers in a meaningful way? Start by using color resources and listening to what consumers have to say about their favorite brands.\r\nOne such resource is the Color Marketing Group (CMG), a non-profit association that provides color direction and forecasting for a broad range of industries, products and services—including branding and packaging. The group’s forecasts, which are released under the NEXT moniker, detail colors that have made their way into the marketplace or are about to be introduced.\r\n\r\n“CMG forecasts are considered color directions and are not directives,” John West, vice president of color forecasting explains. “They show the course that colors are likely to take and are open for interpretation across industries, products and packaging.”\r\n\r\nWest goes on to explain that CMG members collaborate at regional color workshops called ChromaZones which take place throughout the year to determine the NEXT colors. These outputs are then collectively shared at an end-of-year international summit conference. Members interpret the direction of color based on many types of global influences. These are consolidated into a final color forecast of about 60 to 70 total colors that will influence Asia Pacific, Europe, North America and Latin America regions.\r\n\r\n<strong>Differentiation and disruption</strong>\r\n“Memory structures in the brain are what cause us to recall a product, package or an advertisement,” Donna Sturgess, executive in residence at Carnegie Mellon University, and president and co-founder of Buyology, says. “Color is an aid to creating and refreshing the memory structures that are an important component of decision-making and buying. Our non-conscious mind processes color at a subliminal level and reinforces a brand framework and cues that leads to long-term distinctiveness. Brands need to look towards distinction and to find a place to be. This can be achieved through the use of form and color choice.” She goes on to add, “Brands must stand out with distinctiveness, and without confusion for customers to recognize and recall the brand in buying situations. Color is a meaningful element to deliver upon this distinction.”\r\n\r\n<strong>Back in black</strong>\r\nOne color making a bold statement across several categories is black. In combination with bright, vibrant colors, or with spot varnishes, patterns and textures, black is showing up in unusual verticals—such as personal hygiene, produce and nuts, and dairy— to convey a sense of luxury, youthfulness, beauty, fashion, power, and in some cases, masculinity.\r\n\r\nDanone Yogurt for Men is a perfect example. When Danone wanted to release a yogurt specifically marketed to young men, it found that men not only had specific preferences when it comes to product—a distinctive taste, higher fat content and thicker consistency—but also wanted clearer, simpler and bolder packaging.\r\n\r\nWorking with development partner Greiner Packaging, Danone created a stylish, sleeved yogurt cup with a deep black color scheme. The minimalistic graphics and text combinations applied to the cups communicated a sense of strength.\r\n\r\nThe black packaging used by Wonderful brands to market its pistachios and almonds makes the brand stand out in the food aisle. The solid black packs combined with neon green and orange copy offers a minimalistic, impactful brand blocking presentation at shelf. This youthful, bold-and-upscale looking approach is something that has gained noticeable traction with the millennial audience.\r\n\r\n<strong>Cutting through a sea of sameness</strong>\r\nWhen Kimberly Clark enlisted CBX as the branding firm to design its U by Kotex line of women’s personal care products, it became evident to them that to compete with brands such as Always and Carefree, the packaging was going to have to find a way to connect and relate to 18- to 24-year-old females. Consumer research found that the target market had an innate sense of collectivism and characteristic of sharing everything. It became imperative that the brand become something worthy of being shared.\r\n\r\nIn an effort to break through traditional conventions and the preconceptions of women’s personal care products being branded in pink and pastel color palettes, CBX developed a black pack design that felt more like a beauty cosmetic, trendy and fashion forward that challenged the category norm and created disruption. “Research results suggested that consumers were giving us permission to go with the black packaging,” Allison Koller, creative director at CBX, says.\r\n\r\nCombined with distinctive patterns, vivid accent colors and consistent brand messaging, the packaging and colored product wrappers offer up an unexpected surprise and delight. Taking this contrarian approach has paid off.\r\n\r\nKoller reports that consumer feedback showed that women would be comfortable displaying U by Kotex products in their bathrooms or taking the women’s personal care products out of their purses in public, which was really something the category had not experienced before.\r\n\r\nIn today’s marketplace, it is becoming more and more difficult for brands to be distinctive and standout on shelf. As the retail space becomes more and more saturated with competing brands and private label offerings, product packaging needs to be disruptive in order to capture the attention of consumers. When done in the right manner, this can be achieved through the use of form and color. While color can often be a subjective topic of debate, especially when developing packaging and branding, it is hard to argue the fact that it holds the power to persuade, stimulate and connect with consumers, on both physical and emotional levels.\r\n\r\nRead more: <a href=\"http://www.packagedesignmag.com/content/the-hue-for-you\" target=\"_blank\">www.packagedesignmag.com/content/the-hue-for-you</a>', 'The Hue for You', '', 'inherit', 'closed', 'closed', '', '1924-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1924, 'http://cbx.cappendev.com/1924-revision-v1', 0, 'revision', '', 0),
(3089, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Interested in investing in beverage companies Coca-Cola , SodaStream , and Dr Pepper Snapple Group ? Exploring this week\'s news in the beverage industry may help you decide.\r\n<strong>Partnerships and innovation</strong>\r\nCoca-Cola\'s Honest Tea subsidiary recently took its zero-calories Unsweet Lemon Tea national. Feeling good about the success of its Just Green Tea drink, Honest Tea thinks it can capitalize on the robust tea market. On the innovation front, Drinks Business Review nominated Coca-Cola for the 2013 DBR Drink Innovation Award. Last month in Japan, Coca-Cola introduced a Canada Dry Hot Ginger Ale drink in a can designed to maintain the carbonation when the drink gets heated from a \"chemical concoction\" within the container.\r\n\r\nSodaStream increased the convenience of making soda at home in the United States by introducing SodaStream caps. You essentially take the pre-measured one-use capsule and pour it in the bottle to make a drink. This will certainly add to its appeal for the environmentally conscious consumer. Moreover, it may appeal to the convenience-oriented consumer who doesn\'t want to measure the amount of syrup to make a drink.\r\n\r\nIn an effort to expand their presence as well as combat waning sales in the perceived \"unhealthy drinks\" arena, beverage companies -- via partnerships or their own research team -- are bringing new products to market to entice consumers. Dr Pepper Snapple Group intends on using excess distribution capacity to expand the range of products it sells. Last month, the company partnered with Sunny Delight Beverages to sell the Sparkling Fruit2O flavored water. More recently, Dr Pepper Snapple teamed up with Bai Brands, makers of Bai 5-Calorie Antioxidant Infusions to bring its natural beverages to major markets.\r\n\r\n<strong>Packaging and advertising</strong>\r\nAccording to a Beverage World article, Dr Pepper Snapple has engaged brand agency CBX to revamp its Sunkist logo and bring back its iconic sun ball graphic. D. Pepper Snapple felt that its current packaging lacked differentiation and lost connection with its \"California beach story.\" The company wants the brand revitalized for the younger demographic. With that said, it can use all the help it can get, considering that its carbonated soda volume fell flat in its most recent quarter.\r\n\r\nCoca-Cola invested in its first dairy cooperative, Fair Life, which owns Core Power, a high-protein shake. With the resources of Coca-Cola, Core Power executives want to sell the public on the \"sex appeal of vitality\" that comes from drinking the protein shake, according to Beverage Daily. Core Power executives utilized Coca-Cola\'s distributions system to take its brand national.\r\n\r\n<strong>Trends</strong>\r\nIn a recent article, Beverage World cited statistics that offer reassurance to the long-term shareholders of eco-friendly companies such as SodaStream. According to the article, over 75% of the 4,000 people polled increasingly consider environmental factors such as recyclability and environmental friendliness of packaging in their purchasing decisions. In an interesting contrast, another Beverage World article talks about the falling rate of recycling during the 10-year period from 2000 to 2010. The article cited a \"national wasting rate for 2010 at 63 percent\" versus 59% in 2000. The article suggests that if recycling became more convenient via the increased availability of recycling bins, then the rate of recycling might follow. If more consumers can incorporate an eco-friendly mentality, then companies like SodaStream may thrive even more.\r\n\r\n<strong>Foolish takeaway</strong>\r\nThese headlines point to the understanding on the part of the beverage industry that consumers increasingly want healthier drinks and eco-friendly packaging. As a result, companies are stepping up with new products either internally generated or through partnerships and acquisitions.\r\n\r\nRead More: <a href=\" http://www.dailyfinance.com/2013/11/26/the-latest-news-in-the-beverage-industry-coca-cola/\" target=\"_blank\">http://www.dailyfinance.com/2013/11/26/the-latest-news-in-the-beverage-industry-coca-cola/</a>', 'The Latest News in the Beverage Industry: Coca-Cola, SodaStream, and Dr Pepper Snapple', '', 'inherit', 'closed', 'closed', '', '1900-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1900, 'http://cbx.cappendev.com/1900-revision-v1', 0, 'revision', '', 0),
(3090, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Peter Burgoyne:\r\nNow that the U.S. economy is recovering (albeit slowly) from the economic crash, there’s been lots of buzz about the rebound in luxury retail. Certainly, the sector has been outperforming other retail categories, with analysts pointing to luxury as a safe harbor amid disruptive factors like rising oil prices and the chaos in Libya. One CNNMoney story, in fact, referred to investors hopping on a “luxury bandwagon” and noted that Louis Vuitton’s London boutique has limited shoppers to a maximum of three purchases for fear of running out of inventory. The report also cited China’s thriving economy as a key driver of global demand for luxury goods.\r\n\r\nRead more:\r\n\r\n<a href=\"http://vmsd.com/content/the-luxury-rebound\">http://vmsd.com/content/the-luxury-rebound</a>', 'The Luxury Rebound', '', 'inherit', 'closed', 'closed', '', '1553-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1553, 'http://cbx.cappendev.com/1553-revision-v1', 0, 'revision', '', 0),
(3091, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>Did the recession have a lasting impact on luxury?</strong>Peter Burgoyne\r\n\r\nNow that the U.S. economy is recovering (albeit slowly) from the economic crash, there’s been lots of buzz about the rebound in luxury retail. Certainly, the sector has been outperforming other retail categories, with analysts pointing to luxury as a safe harbor amid disruptive factors like rising oil prices and the chaos in Libya. One CNNMoney story, in fact, referred to investors hopping on a “luxury bandwagon” and noted that Louis Vuitton’s London boutique has limited shoppers to a maximum of three purchases for fear of running out of inventory. The report also cited China’s thriving economy as a key driver of global demand for luxury goods.\r\n\r\nRead more: <a href=\"http://vmsd.com/content/the-luxury-rebound\" target=\"_blank\">http://vmsd.com/content/the-luxury-rebound</a>', 'The Luxury Rebound', '', 'inherit', 'closed', 'closed', '', '1837-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1837, 'http://cbx.cappendev.com/1837-revision-v1', 0, 'revision', '', 0),
(3092, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'C-stores are being forced to upgrade and drop the \'smokes and Cokes\' image as competition moves into their territory:\r\nThe big gulp you’re hearing these days is not from a 7-Eleven fountain drink. It’s from the management of 7-Eleven itself – and Wawa, Thorntons, Circle K, Cumberland Farms and all the other major convenience store players around the country.\r\n\r\nRead more: <a href=\"http://vmsd.com/content/the-new-convenience?page=0%2C1\" target=\"_blank\">http://vmsd.com/content/the-new-convenience?page=0%2C1</a>', 'The New Convenience', '', 'inherit', 'closed', 'closed', '', '1738-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1738, 'http://cbx.cappendev.com/1738-revision-v1', 0, 'revision', '', 0),
(3093, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<strong>Retailers need to create an emotive connection, in store and out.</strong>By Peter Burgoyne\r\n\r\nUnlike design professionals, the left-brained coders who create today’s omni-channel tools have not spent their lives learning how to use the five senses to manipulate mood in three dimensions. And yet the pixelated experiences that emerge from all those ones and zeros can affect how people feel about brands. So even when the design team crafts an in-store environment that perfectly reflects the brand’s attributes, this could easily be undermined by unfortunate experiences with other channels outside of the store.\r\n\r\nRead more: <a href=\"http://vmsd.com/content/omni-channel-challenge\" target=\"_blank\">http://vmsd.com/content/omni-channel-challenge</a>', 'The Omni-Channel Challenge', '', 'inherit', 'closed', 'closed', '', '1885-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1885, 'http://cbx.cappendev.com/1885-revision-v1', 0, 'revision', '', 0),
(3094, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Now celebrating its 10th year, the Pentawards has as its mission the global promotion of packaging design. Brigitte Evrard, Pentawards co-founder, has stated that: \"Packaging design is a very demanding and difficult discipline, as it is subject to the laws of a market more and more focused on cost reduction and short-term profitability. Packaging designers must often do a lot with a little. The goal of the Pentawards is to reward designs originating from all markets, from mass-market to luxury.\"\r\nTo facilitate this, the awards are structured in five broad sectors—Food, Beverages, Body, Other Markets and Luxury—that group together 50 categories. The ninth edition of the Pentawards received 1,843 entries from five continents and 54 countries. An international jury composed of 12 professionals from packaging design and marketing, as well as the Pentawards chairman, bestowed the Bronze, Silver, Gold and Platinum Pentawards. The Diamond Pentaward winner will receive, in addition to a trophy, a year of the Esko Suite 14 packaging design software, worth €5,000. Taschen will publish the fourth edition of The Package Design Book, this time containing all the winners from 2015 and 2016.\r\n\r\nLondon-based agency Jones Knowles Ritchie took home the Diamond Pentaward, 2016 Best of the Show, for its design of new boxes for Domino\'s Pizza. Below you\'ll find it and our selection of winners. Submissions for the 11th Pentawards will be open from February 20 to April 7, 2017. More information and galleries of winners from this and previous years are available on the Pentawards site.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/dominos.jpg\"><img class=\"alignnone size-full wp-image-10270\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/dominos.jpg\" alt=\"dominos\" width=\"750\" height=\"750\" /></a>\r\n\r\n&nbsp;\r\n\r\n<strong>DIAMOND PENTAWARD 2016 and ESKO PRIZE - BEST OF THE SHOW | Entrant: Jones Knowles Ritchie | Brand: Domino\'s Pizza</strong>\r\n<strong>Over the years, Domino’s pizza packaging had become overloaded with generic information which had lost impact with consumers, while the brand mark had become relegated to a small endorsement. Redesigning its delivery boxes in the UK would enable it to become the definitive article again, and this meant taking a bold and simple approach to replace the clutter on the boxes and focus instead only on the brand’s distinctive two-color logo. Since 96% of all Domino’s pizzas are sold in pairs, the brand’s pizza combo deal was used as the basis for the new design, with one red box and one blue. The result? An open invitation for sharing and fun, as if to say \"don’t order a pizza, order Domino’s.\"</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/sake.jpg\"><img class=\"alignnone size-full wp-image-10271\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/sake.jpg\" alt=\"sake\" width=\"750\" height=\"750\" /></a></strong>\r\n\r\n<strong>PLATINUM PENTAWARD 2016 – BEST OF THE BEVERAGES CATEGORY | Entrant: Bullet | Brand: Imayotsukasa Sake Brewery - Imayotsukasa</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/man-cave.jpg\"><img class=\"alignnone size-full wp-image-10272\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/man-cave.jpg\" alt=\"man-cave\" width=\"750\" height=\"750\" /></a></strong>\r\n\r\n<strong>PLATINUM PENTAWARD 2016 – BEST OF THE FOOD CATEGORY | Entrant: CBX | Brand: Man Cave Meats</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/bic.jpg\"><img class=\"alignnone size-full wp-image-10273\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/bic.jpg\" alt=\"bic\" width=\"750\" height=\"750\" /></a>\r\n\r\n<strong>PLATINUM PENTAWARD 2016 – BEST OF THE BODY CATEGORY | Entrant: Mousegraphics | Brand: Bic - Socks</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/houseee.jpg\"><img class=\"alignnone size-full wp-image-10274\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/houseee.jpg\" alt=\"houseee\" width=\"750\" height=\"750\" /></a>\r\n\r\n<strong>PLATINUM PENTAWARD 2016 – BEST OF THE OTHER MARKETS CATEGORY | Entrant: The Partners | Brand: Argos - Simple Value</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/regal-1.jpg\"><img class=\"alignnone size-full wp-image-10275\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/regal-1.jpg\" alt=\"regal-1\" width=\"750\" height=\"750\" /></a>\r\n\r\n<strong>PLATINUM PENTAWARD 2016 – BEST OF THE LUXURY CATEGORY | Entrant: Coley Porter Bell | Brand: Chivas Regal - The Icon</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/rooser.jpg\"><img class=\"alignnone size-full wp-image-10276\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/rooser.jpg\" alt=\"rooser\" width=\"750\" height=\"750\" /></a>\r\n\r\n<strong>GOLD PENTAWARD 2016 – FOOD | Entrant: Squad Ink | Brand: The Grounds - Granola</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/tuna.jpg\"><img class=\"alignnone size-full wp-image-10277\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/tuna.jpg\" alt=\"tuna\" width=\"750\" height=\"750\" /></a>\r\n\r\n<strong>GOLD PENTAWARD 2016 - CONCEPT | Entrant: Anthem | Brand: Eternal Oceans</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/aloe.jpg\"><img class=\"alignnone size-full wp-image-10278\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/aloe.jpg\" alt=\"aloe\" width=\"992\" height=\"992\" /></a></strong>\r\n\r\n<strong>GOLD PENTAWARD 2016 - BODY | Entrant: Enprani | Brand: Holika Holika - Aloe</strong>\r\n\r\nOriginally published in <a href=\"http://www.graphics.com/article/pentawards-2016-packaging-design-award-winners\" target=\"_blank\">Graphics</a>\r\nPhotos courtesy of Graphics', 'The Pentawards 2016 Packaging Design Award Winners', '', 'inherit', 'closed', 'closed', '', '2275-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2275, 'http://cbx.cappendev.com/2275-revision-v1', 0, 'revision', '', 0);
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(3095, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Nancy Brown\r\nBrands need to explore new packaging strategies in the era of online delivery to keep consumers coming back for more.\r\n\r\nPackaging offers a way to establish brand identity and create personalized consumer experiences. But in the era of online delivery, shouldn’t brands do a lot more to give online shoppers more compelling and on brand packaging experiences—right on the consumer’s doorstep? In today’s economic environment, after all, brands are competing as much on the experiences they offer as the products they sell.\r\n\r\nWe all saw the numbers for the 2014 holiday season: more online purchases than ever. By 2018, nearly one-half of CPG growth—a total take of $35 billion in sales—will derive from online transactions, according to the Grocery Manufacturers Association. And more and more as e-commerce sales continue to take over the market, that classic moment of truth when shoppers first see your brand as it hangs on a hook or perches on a shelf will never happen. Instead, it will begin when they open the front door or a mailbox to find the product they have ordered in a box.\r\n\r\nThink about that for a moment. Innumerable Ph.D. theses have been written about the art and science of the consumer-product encounter at shelf. But how much time and effort is going into the experience of receiving and opening products ordered online, from a branding and packaging standpoint?\r\n\r\nAs more consumers transition from brick-and-mortar stores to e-commerce, brands will need to find new ways to improve the packaging experience at the doorstep. The goal should be to thrill consumers and keep them coming back for more.\r\n\r\nOnline retailers like Birchbox, Mantry and One Kings Lane are already taking creative approaches to the aesthetic and tactile experience of opening their packages at home. They represent a potential source of ideas and inspiration for ways in which other brands could improve upon their experience\r\n\r\nStart with a subscription to Birchbox. Consumers sign up for monthly deliveries of sample-sized beauty, grooming and lifestyle products, tailored to a personalized style profile. The goal? To give people access to a variety of products—cult brands, up-and-coming lines and everything in between—and to gain loyal consumers through an inspirational monthly subscription service. The monthly deliveries arrive in brightly colored shipper boxes (see photo above), which function as a Pavlovian cue to make consumers say, “Fantastic! My Birchbox is here!” Every detail within the box is beautifully designed to feel like a gift. There are pouches within boxes, cleverly written letters to consumers and straight shooting product descriptions. Different themes every month add to the delight and surprise of the deliveries. Summer boxes come with sunscreen and tips for staying cool and fresh looking, while winter boxes share tips on skin hydration. Some boxes even come with promotional campaigns like this April’s tie in with the finale of Mad Men. Each month offers something unique while providing a cohesive brand experience. In turn, those charming monthly deliveries drive further sales for the company and breed loyal consumers.\r\n\r\nMantry bills itself as offering curated craft, artisan and small-batch food and beverages targeted to fit the modern man’s lifestyle. The company’s eye-catching packaging was inspired by prohibition-era liquor crates. The products are shipped in a literal crate, the tops of which are nailed shut, and consumers immediately feel like they’re about to make something with their own two hands. Each month, Mantry subscribers pry off the lids to unveil the surprise products within. “The core goal of the service is to help guys discover the undiscovered makers doing amazing things in food and drink,” the company says.\r\n\r\nLastly, One Kings Lane, a flash-sale home decor business that operates a furniture and home accessories sales website, redesigned its packaging with the goal of “taking the brown box and making it a little more special.”\r\n\r\nRather than opening a nondescript box, a One Kings Lane consumer might find a package with a hand-drawn elephant on the outside and a printed motif lining the inside, a ribbon-tied box filled with artisan soap bars wrapped in wax paper or even a “thank you” note as the first interaction with the brand once the box is opened. These unique details are reminiscent of the amount of love and attention that their consumers put into decorating their homes. The fact that each package is slightly unique encourages consumers to continue ordering from One Kings Lane, because each experience is sure to be surprising and delightful every time.\r\n\r\nAs marketers move forward with new approaches rooted in the reality of e-commerce, they should consider making the tactile joy of receiving and opening packages a fundamental consideration. The biggest trap that big brands can fall into is clinging to strategies that worked great offline but simply don’t hold up online.\r\n\r\nSo, could other brands, including those with a more mass-market appeal—potentially the Amazons and Macy’s of the world—change their online packaging experience? Possibilities run the gamut: Try sending small assortments of samples or other free gifts related to the consumer’s purchase or designing a visually engaging shipping box. For multi-channel retailers, the point is to delight online shoppers just as much, if not more, as their brick-and-mortar consumers. Just because the shelf doesn’t play a role in the e-commerce equation does not mean that packaging loses its importance.\r\n\r\nWhen people shop online, they are rarely looking to duplicate the in-store experience. They expect something different. Let’s start giving it to them.', 'The Power of Packaging at the Doorstep', '', 'inherit', 'closed', 'closed', '', '2091-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2091, 'http://cbx.cappendev.com/2091-revision-v1', 0, 'revision', '', 0),
(3096, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Gregg S. Lipman\r\nThe running joke in the retail world is that the battle to entice shoppers with heavy discounts starts earlier each year. It\'s no longer a matter of deep discounting on Black Friday, or even Hurry-Up-and-Finish-Your-Turkey-So-We-Can-Start-Shopping Thursday. In fact, a recent Google survey finds that half of all shoppers start scouting for deals before Thanksgiving -- 26 percent of them even start before Halloween. Retailers are more and more extending Black Friday-like discounts through at least the entire month of November.\r\n\r\nWho doesn\'t love a deal? David Ogilvy wasn\'t a big fan, or at least he wasn\'t very keen on brands partaking in them. \"Any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand,\" the late advertising legend said at a New York City luncheon in 1986.\r\n\r\nBut here we are, already into the holiday season, a time of family gatherings, peppermint lattes and deliriously deep discounting. But beware marketers: From a brand equity perspective the implications of \"discount creep\" on brands should not be overlooked. Discounting will give retailers a short-term advantage over competitors, but it can come with perhaps unforeseen consequences.\r\n\r\nTruth: Leading with low prices cheapens your brand. Sure, people will rush out to buy your product, prompting a spike in sales. But at the same time, customers will be so focused on price they will lose sight of the intrinsic value in paying full retail price.\r\n\r\nThe biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story. \"On sale\": Are those the words you want instantly popping in heads when consumers think about your product? Maybe they\'ll think, \"I\'ll wait to buy, it\'ll be on sale again in two weeks\", or they\'ll wait for that time of year when your category is in discount land. And how \'bout everyone\'s favorite: \"BOGO\"?! As Entrepreneur\'s Dan Kennedy and Jason Marrs explain in the The Dark Side of Discounts: \"When you offer a discount, you are taking the focus from the value you provide and placing it squarely on your price. There is no way to escape that.\" And even after the sale ends, the customer will continue to evaluate your product in terms of price instead of centering his attention on a more enticing benefit.\r\n\r\nWhen selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit. The more scientists understand about human behavior, the more they understand that basic motivational forces, based on primal desires and fears, determine our actions. What makes branding a powerful tool is the way it uses the psychology of images, words, colors, fonts and patterns to fill a product with value that transcends rational calculations. Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth? Does it foster feelings of belonging, worth and well-being? Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\r\n\r\nAs discounting has become more prevalent, many have forgotten that making a sale should not be about discounts and concessions that devalue your brand. Instead, it is a challenge to create more demand within your target audience to inspire purchase at the posted price. Ogilvy was a master at creating an insatiable demand for his client\'s products, making everything he sold a must-have, from Hathaway shirts to Rolls Royce.\r\n\r\nWhat consumers demand from brand is not unlike what they expect from a good friend -- to show empathy and kinship, to engage on a deeply personal level. A good friend plays an active role in your life. A good friend is fascinated by what you have to say, makes your moments better, your experiences more interesting and helps gear your creativity into overdrive. The guy who does none of these things but offers to pay for your beer -- that\'s an acquaintance. And at some point when the tides change you\'ll think, \"Hey, wasn\'t that the guy who used to buy me beers but now doesn\'t (a la JC Penney circa 2012)? Screw that guy!\"\r\n\r\nGranted, luxury brands (real or perceived) have a better shot at defending their price position. Let\'s give credit to a brand like Perrier, the French mineral water. The now iconic green teardrop-shaped bottle, the chic logo, their 24-year-old status as the \"official bubble\" of the French Open -- has all reinforced the brand\'s personality: Elegant, glamorous and oh so French.\r\n\r\nLike many brands, Perrier is looking to expand its consumer set. Perrier could of course entice new natural mineral water sippers through discounting. Perhaps a social media campaign that offers a taste of the elegant life through a buy two get one free deal. Now they could try addressing a new audience by putting on an ultra hip façade. Such a move would not jibe with Perrier\'s identity as a stalwart of class, unapologetically cool and timeless, and would come off like Charlie Rose eating tacos with Justin Bieber on the street in Brooklyn. Discounting and tactical pandering result in brand dilution, and losing your brand\'s identity is one-way ticket to irrelevancy.\r\n\r\nSo what does a brand like Perrier do? They go deep in their ethos and find fresh ways to elevate the brand and keep it relevant. Recently, Perrier teamed up with contemporary artists on limited-edition series of Perrier bottles, including Agnès B, Sophia Wood, Paul &amp; Joe and burlesque beauty Dita Von Teese. The stylish designs add to the Perrier narrative, with just the right amount of sex appeal and chic glamour without losing any of the sophistication. \"The newsprint pattern of the Paparazzi décor beautifully reveal Dita\'s vintage sensuality and underline the legendary pleasure experienced with each sip of Perrier,\" the water giant said in a press release. Newsprint pattern, paparazzi décor, right brain emotions -- and right on brand.\r\n\r\nIn addition to the limited-edition bottles, brand initiatives such as Societe Perrier, a series of high-end lifestyle sites devoted to \"what\'s hot around the world\" in nightlife and culture, reinforce the core identity of elegance while providing an added value -- being a fashionable, sexy and in-the-know friend. By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling one billion units in 2013 in over 140 countries.\r\n\r\nIn a world where a CEO\'s life expectancy averages well under five years and brand marketers are measured by short-term financial results, the seductiveness of selling out to sell more is hard to resist. For a long-term strategy, consider striving for the things that create brand value. Otherwise it becomes a race to zero. And that\'s no way to spend the holidays.\r\n\r\nRead the full article <a href=\"%20http://www.huffingtonpost.com/gregg-s-lipman/time-to-rethink-discount-mentality_b_6212232.html\" target=\"_blank\">here</a>.', 'The Race to Zero: Time to Rethink \'Discount\' Mentality', '', 'inherit', 'closed', 'closed', '', '2037-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2037, 'http://cbx.cappendev.com/2037-revision-v1', 0, 'revision', '', 0),
(3097, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nThe summer TV season is already in full swing, as you may already know based on the plethora of posters and promotions for shows like Breaking Bad, Suits, Royal Pains, The Newsroom, and so on. The History Channel kicked off the summer craziness on Memorial Day, with its miniseries Hatfields & McCoys. My curiosity was piqued by this series\' commercials, and so I found myself watching it over a three-day period. But what was even more entertaining than the actual show were the commercials for other History Channel shows that ran during those three nights. The commercials -- for reality TV and pseudoscientific programming like Swamp People, Pawn Stars, Ice Road Truckers and Monsterquest -- drew me in for their sensational qualities, and from a brand perspective, my curiosity was equally piqued. What did these shows have to do with history?\r\n\r\nThe trend of jettisoning a brand\'s original DNA in favor of ratings is everywhere in cable right now -- and as a branding professional, I wonder how that will affect the overall branding of TV in the long haul. Back in the \'80s and \'90s, a slew of TV networks launched with names that clearly communicated the type of content viewers would find there. Animal Planet, Discovery, Bravo, A&E, The Learning Channel, The History Channel. They came at branding the traditional way: establishing a brand positioning, coming up with a name that is reflective of this goal, and then creating messaging and communications that convey the brand promise. But they could not hold onto this approach from a business proposition, and before long, networks were saying, \"Screw the brand; I need sales.\"\r\n\r\nWhich brings us to the sad state of cable TV offerings today. When I flip through the channels, I literally have ZERO idea which network I am watching. Mob Wives is on VH-1, Viral Video Show is coming out on the SyFy channel, My Big Fat Gypsy Wedding is on TLC (formerly The Learning Channel), Best Ink is on Oxygen. But couldn\'t any of these shows appear on ANY network?\r\n\r\nYes, and that\'s because networks have pretty much thrown brand discipline out the window for the dollar. Originally, they held true to their brands, with Bravo offering arts entertainment and the History Channel airing documentaries on World War II and fascist leaders. But the second the networks saw business going away, they sought out the content -- often sensational, reality-based programming -- that people wanted more. They chased the lowest common denominator instead of taking the time to cultivate their network offerings. In other words, they\'ve mortgaged the future by getting rid of the brand.\r\n\r\nPart of the problem is that these networks limited themselves from the get-go with their names, making what was once their strongest asset -- for example, cuddly animals on Animal Planet -- into their weakest links. They need to pander to audience tastes in order to get advertisers, instead of airing what they really want to show. Even when a network claims to want to change course by adding quality scripted programming -- MTV comes to mind -- they end up adding three different Jersey Shore spin-offs in order to get ratings (do we really care about Snooki\'s pregnancy?!).\r\n\r\nOn the flip-side, you have quality networks like Showtime and HBO (Home Box Office) that have names broad enough to accommodate a variety of programs, and a subscription-based model that means they don\'t have to answer to advertisers. This is what enables those networks to be a little riskier in their programming, renewing shows like the recently heralded Girls and Veep based on terrific reviews, instead of booming viewership. A few riskier, non-subscription based networks, like AMC and FX, have renewed cult-favorite shows like Mad Men and It\'s Always Sunny In Philadelphia simply because they enhance their reputations as quality programmers (did you know that Mad Men, for all the hype, actually doesn\'t get huge ratings?).\r\n\r\nPerhaps the most interesting of all network models today is not a network but a web site and subscription service. Hulu -- a joint venture between NBC-Universal, FOX and Disney-ABC -- builds on the notion that since audiences have very little network loyalty, why not give them all of the programs they want across all networks, for a \"pay as you watch\" fee? It\'s still unclear what Hulu stands for as a brand, but the model seems to work -- now.\r\n\r\nAnd while I\'m unsure as to where networks and channels will go with their businesses in the coming years, there\'s one thing I do know: Audiences want the simplicity of knowing what their programs are, where they can find them and -- best of all -- that they\'ll be able to connect with their content. Until the MTVs, A&Es and TLCs deliver on this, I\'ll be looking forward to seeing The Real Housewives of Pawn Stars on Cartoon Network.</p>\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/the-reality-of-cable-tv_b_1625881.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/the-reality-of-cable-tv_b_1625881.html</a>', 'The Reality of Cable TV', '', 'inherit', 'closed', 'closed', '', '1541-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1541, 'http://cbx.cappendev.com/1541-revision-v1', 0, 'revision', '', 0),
(3098, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'You’re not crazy. The words premium and snack really are popping up on chain-restaurant menus everywhere. Crazy is making some appearances too.Why are these the latest restaurant buzzwords? And why are they supposed to resonate with customers? Let’s take a look.</br>\n<strong>Crazy\n</strong>\n\nSensible food is boring. Fast-food fans — young ones especially — supposedly want something different, something a little, well, crazy. A Fortune post noted that crazy and similar terms have accordingly been showing up on chain-restaurant menus. Most obviously, there’s Pizza Hut’s new Crazy Cheesy Crust Pizza, which features 16 dough pockets stuffed with extra cheese around the pizza — a design that indeed seems pretty crazy.\nWhy has crazy become the menu term du jour? “What’s happening is that the American palate has moved from boring to bold,” Nancy Brown, a partner at branding firm CBX, told Fortune. “I think crazy is what extreme was because extreme has kind of run its course.”\n\nOne of the fast-food players known for being “extreme” a few years back was Pizza Hut’s sister at Yum Brands, Taco Bell. The chain began offering items like the Extreme Cheese and Beef Quesadilla in the late ’00s. It has since moved on to menu offerings that are “crazy,” or more precisely “loco,” with last year’s introduction of the highly successful Doritos Locos Taco.</br>\n<strong>Premium\n</strong>\n\nA 2011 Technomic report found that premium was the most persuasive menu term for getting customers to order an item with beef; 28% of surveyed consumers said they’d be more likely to order beef with the word premium, and they’d be willing to pay a 5% premium for their premium order. Well, surprise, surprise, a study conducted by Mintel for BurgerBusiness last year reported that usage of the word premium on restaurant-chain menus has soared. By its count, there were 138 “premium” offerings on chain menus last year, compared with just 69 in 2007.\nThe word premium “connotes high quality or high price without committing to being either,” BurgerBusiness noted. “Premium sounds upscale, special, with a sophistication that deluxe lacks.”\n\nToday’s fast-food “premium” selections go well beyond beef. In a recent count at the McDonald’s menu, there were 12 “premium” sandwiches and wraps, plus nine “premium” salads, as well as “premium” roast coffee and “premium” roast iced coffee. Burger King, meanwhile, boasts the Premium Alaskan Fish Sandwich, and Sonic Drive-In has a lineup of “premium beef” hotdogs.</br>\n<strong>Snack\n</strong>\n\nSnack has been proliferating at restaurants for several years now, with usage of the word tripling from 2007 to 2010 on fast-food menus. McDonald’s now has 10 varieties of “snack wraps” and snack-size orders of items like Fish McBites. For that matter, bites, a word that signifies food that’s easy for snacking, is also popular on menus — Pretzelmaker Bites, KFC Original Recipe Bites and so on.\nWhy the rise in menu items that aren’t quite meals? One reason is that restaurants are trying to attract customers during the normally dead moments of the day that aren’t quite mealtimes — the in-between hours when diners aren’t up for a full meal, but could go for a quick snack. Snacks can also serve as up-sell items that customers add on in addition to their meal order. And, most of all, snack is spreading because the word is appealing to consumers on two key levels: it’s easy on the waistline and wallet alike. It’s “just a snack,” after all.\n\nNation’s Restaurant News reported that Arby’s is now testing the possibility of launching a “snack ’n’ save” menu as a replacement for its value menu — value being another buzzword that fast-food customers are well acquainted with.\n\n&nbsp;\n\n<a href=\"http://business.time.com/2013/04/11/latest-unavoidable-fast-food-buzz-words-the-rise-of-crazy-premium-snacks/\" target=\"_blank\">http://business.time.com/2013/04/11/latest-unavoidable-fast-food-buzz-words-the-rise-of-crazy-premium-snacks/</a>', 'The Rise of Crazy, Premium, Snacks', '', 'inherit', 'closed', 'closed', '', '1909-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1909, 'http://cbx.cappendev.com/1909-revision-v1', 0, 'revision', '', 0),
(3099, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '<em>Sometimes the only way to meet internal and external demands is through fundamentally changing the business.</em>\r\nOn June 10, 2015, natural and organic grocer Whole Foods Market introduced the official name for the newest member of its family. The name, 365 by Whole Foods Market, \"celebrates our belief that fresh healthy foods can be readily available to more people in an affordable way every day…365 days a year,\" Jeff Turnas, president of the new unit, wrote that day on Whole Story, the retailer\'s blog. \"It also tips our hat to our popular 365 Everyday Value brand, which our shoppers seek out for quality, transparency and great value—the same attributes to come with our smaller store format.\"\r\n\r\n<strong>CARE BEFORE TRANSFORMATION\r\n</strong>\r\nChange of some kind, of course, is always necessary in a retail environment. But retailers must take care before instituting truly transformative changes, experts stress.\r\n\r\n\"Change can be good, but radical change in a brand can be problematic,\" cautions consultant Steven Platt. Case in point: J.C. Penney\'s push to move away from sales and into an everyday low price format alienated the company\'s core customers, Platt notes.\r\n\r\nThat\'s why thoughtful planning before any restructuring is so important, Bishop says.\r\n\r\n\"Start the process before you have a problem—that way, there is no panic, no pressure,\" Bishop says. \"The industry is changing so fast that you have to be monitoring changes regularly and examining what they mean to you.\"\r\n\r\nThat monitoring should reveal where vulnerabilities in relation to your customers exist, and where your customers want to go that they\'re not able to go. \"Step in so you will be the answer,\" Bishop advises.\r\n\r\n\"My advice would be to ensure that any major changes be firmly grounded in a clear understanding of consumer needs, and a sober assessment of competitive dynamics and internal competencies,\" echoes Dustin Longstreth, senior vice president and strategy group director at CBX, a New York City-based full-service branding firm. \"This will focus resources towards the areas where you truly have a right to win.\"\r\n\r\nBeing specific about how a restructuring initiative will help you will do better is a second important step, Bishop says: \"You have to nail a clear strategy before you start doing things, or you will end up redoing them.\"\r\n\r\nFinally, accepting the sometimes hard reality that investing in new assets while divesting of old ones has to be part of any restructuring plan.\r\n\r\n\"Get rid of assets that don\'t have profitability,\" Bishop says. \"For example, you might want to keep a marginally performing, 35,000-sq.-ft. store. But given the distraction [it causes], and the challenge of allocating scarce resources, you might have to get rid of it. Part of the restructuring process is letting go.\"\r\n\r\nDaniels sums up the steps retailers who are exploring restructuring should take even more simply:\r\n\r\n\"Understand how consumers are shifting; embrace technology; and focus on taking the cost out of the business,\" he says. \"Price and service are big issues, and will continue to be.\"\r\n\r\nRead the full article on <a title=\"Retail Leader\" href=\"http://www.retailleader.com/article-the_road_to_restructuring-7291-part1.html\" target=\"_blank\">Retail Leader</a>\r\nPhoto courtesy of Whole Foods', 'The Road To Restructuring', '', 'inherit', 'closed', 'closed', '', '2194-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2194, 'http://cbx.cappendev.com/2194-revision-v1', 0, 'revision', '', 0),
(3100, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<em><strong>PE firms can maximize returns by focusing on the customer experience of retail chains</strong></em>\nBy Todd Maute\n\nSome observers apparently think that brick-and-mortar retail businesses are a bad bet for private equity.\n\nBut by paying close attention to the customer-facing side of the chains they invest in, private equity firms stand a much greater chance of maximizing returns - even in the face of the admittedly daunting challenges arising from e-commerce. After all, high-definition broadcasts haven\'t killed live sporting events, and TV evangelists haven\'t stopped people from going to church.\n\nWhen retailers emphasize the point of differentiation their brand offers, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way. Brand loyalty is a huge factor in the value of any retailer, and Forrester Research has found that the customer experience is the driving factor in determining brand loyalty. \"This means companies can\'t expect to outperform competition on price while ignoring their customers\' experience,\" wrote senior analyst Maxie Schmidt-Subramanian in a May 2013 report.\n\nA report from earlier this year highlighted the particular struggles of specialty retail \"category killers\" like Toys \"R\" Us, Sports Authority, Petco, Burlington Coat Factory and Guitar Center, arguing that the private equity heavy hitters that had invested in these chains had, to date, come up short. With the likes of Amazon on a veritable tear, it is certainly valid to question investments in certain specialty retail formats. But because the $10 trillion U.S. economy is consumer-driven to a remarkable extent, retail is too huge a sector for private equity firms to ignore altogether.\n\nClearly, these firms will continue to sink billions of dollars into retail investments of various kinds. So asking whether retail amounts to a bad bet might be the wrong question. It is more productive to ask if private equity firms are playing their hand correctly in this arena, and if they are doing all they can to maximize retail returns. Many private equity firms have yet to focus on the creative, customer-facing side of retail. Are some brick-and-mortar chains too vulnerable to Amazon and its ilk? Certainly. But this hardly means all of retail amounts to a bad bet. Risk can never be eliminated, but by taking a holistic approach that includes the brand and its customers, private equity firms can boost their odds of walking away from the table as big winners.\n\nConsider another, very different, analysis: \"Vindicated,\" runs the headline of Mergers &amp; Acquisitions magazine\'s March 2011 cover story. \"Oak Hill Capital\'s sale of Duane Reade - the 2010 \'Deal of the Year\'- highlights the perseverance of the PE model.\" Here the reporter focuses on Walgreen Co.\'s 2010 acquisition of New York\'s largest drugstore chain, which gave Oak Hill a return of about 1.5 times its approximately $400 million investment in Duane Reade. In the context of the challenges Duane Reade had faced prior to Oak Hill\'s stewardship, this was an impressive result. CBX worked with Duane Reade on its private label, store design and other branding initiatives.\n\nIt was a move that took some courage. Oak Hill had initially invested $239.5 million in Duane Reade, followed by an additional $39.5 million. But it was in the late summer of 2009 when, heartened by a new strategy, Oak Hill risked another $125 million.\n\nWhat was so different about this new approach? It was customer-facing.\n\nTo back up for a moment, when most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale. These back-end changes, which are mostly invisible to the customer, hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain - just about any process improvements that could make the company more profitable. This is part of the standard playbook because it mostly works.\n\nBut, as mentioned, the customer does not usually see or feel these changes directly. Realizing this, Oak Hill decided to go further. A critical part of its approach was to invest in the customer-facing side of the business to drive top-line growth. The chain\'s New York City stores were located on some fantastic corners, but the experience inside them was anything but inspiring, with excessively high gondolas, inaccessible pharmacy counters and dirty floors. Oak Hill\'s 2009 investment was geared toward reinvigorating the stores, as well as the Duane Reade brand.\n\nIn the company\'s press release announcing the acquisition, Walgreens CEO Greg Wasson lauded Duane Reade\'s recent initiatives in urban retailing, customer loyalty and private brand products. He noted that, in the prior fiscal year, Duane Reade had posted \"the highest sales per square foot in the retail drugstore industry nationwide.\"\n\nOak Hill had used consumer and market insights to make dramatic, customer-facing improvements at Duane Reade. As Walgreens noted in the announcement, these included new store designs with wide aisles and contemporary décor, a much improved pharmacy featuring lower service counters for more personalized patient interaction, introduction of \"Doctor on Premises\" walk-in health care and a store-within-a-store prestige beauty concept called \"Look Boutique.\" Walgreens also lauded the launch of a family of exciting new private brands, including food and beverage brand DR Delish and a much expanded customer loyalty program called FlexRewards.\n\nThe Duane Reade nameplate had been transformed into an asset, and so had its private label line - a novel change for a retailer. Now, Walgreens is leveraging many of these brighter, more relevant brands across its portfolio.\n\nDollar General is another example of a private equity firm using customer-facing changes with a powerful effect. When Kohlberg Kravis Roberts &amp; Co. (NYSE: KKR) acquired Dollar General in 2007 for $7.3 billion, the chain was hardly a dog. But KKR was not content to focus on back-end efficiencies alone.\n\nInstead, the firm took an aggressive approach to the customer-facing side of Dollar General\'s business. It elevated the look and feel of the stores, seeking to make them fresh, bright and clean, and launched a rebranding initiative with shiny yellow carts and baskets. It updated signage with messaging trumpeting \"the new Dollar General,\" and launched customer-centric store formats with smarter merchandise adjacencies, wider aisles and more convenient checkout.\n\nDollar General also expanded its consumables presentation, ramping up its emphasis on packaged foods, snacks, beverages, beauty aids and more. In its 2009 annual report, the chain noted that its new crop of private-label brands in particular had gone a long way toward boosting gross profits.\n\nBuoyed by these changes, Dollar General went public in November 2009 - the largest retail IPO in nearly 14 years. Today, Dollar General continues to build sales per square foot and generate solid same-store sales on top of one prior-year gain after another. And of course, the chain continues to show enviable earnings growth and profit margins: In fiscal 2012, net income climbed 24.3 percent to $973.1 million on an 8.2 percent increase in sales to $16.02 billion. With that, net margin expanded to 6 percent of sales from 5.2 percent in fiscal 2011 and 4.8 percent in 2010. This attests to Dollar General\'s ability to engage customers with the right product mix and pricing.\n\n<a href=\"http://www.themiddlemarket.com/maj/2011_61/the-secret-to-success-in-retail-pe-backed-retail-243989-1.html\" target=\"_blank\">\nhttp://www.themiddlemarket.com/maj/2011_61/the-secret-to-success-in-retail-pe-backed-retail-243989-1.html\n</a>', 'The Secret to Success in Retail', '', 'inherit', 'closed', 'closed', '', '1867-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1867, 'http://cbx.cappendev.com/1867-revision-v1', 0, 'revision', '', 0),
(3101, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nBy now, just about everyone in the Western world (or at least those reached by TMZ) knows about the John Galliano scandal of early March. As one who is Jewish (and just as a human being), I was outraged by his anti-Semitic rants in a Paris restaurant. But as a brand person, I also thought: \"No John Galliano at Dior? He is Dior!\"\r\n\r\nThe trend of chief creative officer or CEO as brand ambassador has been going on for a while now. In fact, several of these individuals have such a hand in the shaping of the brand that their names are virtually synonymous with the brand. Whereas the head of a company used to remain somewhat anonymous, today\'s brand gatekeepers are front-and-center. They even go so far as reaching out directly to customers -- through corporate communications, blogs and tweets -- to forge relationships.\r\n\r\nTake Millard \"Mickey\" Drexler, for example. As the head of J. Crew, he and his Executive Creative Director, Jenna Lyons, have turned the company around, making it a brand worthy of a $3 billion buyout. Last time my wife bought something online from the brand, she got a \"personal\" note from Mickey, printed on thick cardstock, reassuring her of J. Crew\'s high standards of quality. And then a few weeks later, she received a similar note from the CEO of Garnet Hill, in yet another attempt to foster return sales.\r\n\r\nJetBlue CEO David Barger has been known to mingle with fellow passengers on his flight, introducing himself and greeting them as they disembark the plane. Reed Krakoff, who as chief creative officer of Coach, has turned that brand around in the last decade and has garnered such a fan base that he recently launched his own, eponymous, non-Coach brand (seen on no less than Michelle Obama). And the gregarious Tony Hsieh of Zappos is gunning for brand ambassadorship through his bestselling book, Delivering Happiness, a freshly launched consulting firm of the same name and a Twitter account featuring both personal and professional tidbits.\r\n\r\nBut it\'s not always a positive for a brand to be so strongly associated with the person running the show. Seemingly bulletproof brand Apple has had to figure out the best way to cope with the health issues of its brand ambassador, CEO and co-founder, Steve Jobs. As Jobs\' appearance has worsened and he has taken several prolonged leaves-of-absence (the most recent one being this past January), many investors have worried about what might happen if Apple lost its visionary and first-in-command. In light of this, Apple has appointed Tim Cook as acting CEO, and he has started to appear at more public events, such as the launch of iPad 2 in early March.\r\n\r\nI bet Dior wishes that Galliano had a well-known second-in-command. Instead, the label made the brilliant decision to bring the designer\'s seamstresses right onto the runway after the most recent (and last Galliano) collection for the fashion house. This salute to craftsmanship proved the lesson that Apple already knows: at the end of the day, no matter what the circumstances, the show must go on.</p>\r\n\r\n\r\n\r\n<a href=\"http://www.mediapost.com/publications/article/148501/\" target=\"_blank\">Read more: http://www.mediapost.com/publications/article/148501/#ixzz271faUkqW</a>', 'The Show Must Go On', '', 'inherit', 'closed', 'closed', '', '1552-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1552, 'http://cbx.cappendev.com/1552-revision-v1', 0, 'revision', '', 0),
(3102, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'By Peter Burgoyne\r\nU.S. Vice President Joe Biden raised some hackles in early February by likening New York’s LaGuardia Airport (LGA) to that of “some third-world country.” But few could dispute Biden’s overall point – namely, that too many U.S. airports are in desperate need of modernization. And yet this is not just a stateside phenomenon: Aging airports around the globe are begging to be brought into the 21st Century.\r\n\r\nRead more: <a href=\"www.vmsd.com/content/truth-hurts\" target=\"_blank\">www.vmsd.com/content/truth-hurts</a>', 'The Truth Hurts', '', 'inherit', 'closed', 'closed', '', '1941-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1941, 'http://cbx.cappendev.com/1941-revision-v1', 0, 'revision', '', 0),
(3103, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'To start off the New Year and lead up to the judging of the first annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer &amp; Managing Partner, CBX of the U.S.\r\n\r\n<strong>1. What do you look for in great Brand design?</strong>\r\nBreaking through the obvious.\r\nDesign that communicates a clear and concise message with a point of difference. Something that differentiates in the marketplace and from the competition. Don’t just push product with basic product shots, benefit statements and a cheaper price. Look to make a paradigm shift in a category, celebrate your brand’s unique difference in the marketplace.\r\n\r\n<strong>2.How can Design help retailers and their brands differentiate?</strong>\r\nRetailers all have some attributes that are unique to them — whether that be the way the arrange their goods, the way they make their goods, their service, etc. Design shows how to put those unique attributes on a pedestal — make those unique elements the hero and thus create a lasting image in consumers’ minds as to why they can get something from that retailer that they can’t get from anyone else — and that’s the most important piece of retail today because if they can get it someplace else, it’s a price game.\r\n\r\n<strong>3. How do you help retailers select great design instead of obvious or easy design?</strong>\r\nReminding our clients the value of good brand design is not just about being a national brand equivalent, but standing for something more than that and building brand equity and loyalty.\r\n\r\nDesign is about solving a particular puzzle (all the variables: physical, merchandising needs, space constraints, consumer desires, etc.) in an elegant way where the end solution makes a total impact greater than the sum of all the parts. Design is about creating more for less. Design puts together a puzzle of needs in a way that creates more impact with less resources. Great design has to solve for certain challenges within certain constraints. If it does that well, in a way where the investment is less than the net experience, then you have great design. However, great design doesn’t have to mean design that’s never been done before. Great design takes the core idea of “obvious” and makes it special, unique, nuanced and desired.\r\n\r\n<strong>4. What advice do you have for retailers working with design consultancies/branding agencies?</strong>\r\n\r\nTrust them. Partner with them. Trust in the process and recognize that the creative process is iterative.\r\n\r\nTake the time upfront to work with the team to understand what all the possible opportunities are. Only then will you be able to make decisions confidently along the way because you’ve explored the alternative paths and know why you did or didn’t pursue them. If you dive right into design, thinking you know what you want, in the short term you may have less confidence in all the decisions that must be made along the way, and in the long run you might regret not stretching your ideas further because retail design is a long term investment.\r\n\r\n<strong>5. How can retailers avoid the mistakes of the past and the missteps of national brands?</strong>\r\n\r\nThe biggest mistake national brands make is not “sticking with it”. Whether that be good values, advertising, their customer base, their long-term equities or any other unique-ness. Particularly in public companies where the pressure to grow is constant, too many brands and retailers will try anything new to light sales. But, creating consumer awareness of what you’re doing is quite expensive and is likely to wipe out the margin that might have been gained in increased sales. When brands “Stick with it,” they build on the momentum that has been banked over the long-term.\r\n\r\nRead More: <a href=\"http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&amp;utm_medium=email&amp;utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29\" target=\"_blank\">http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&amp;utm_medium=email&amp;utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29</a>', 'The Vertex Judges: Rick Barrack', '', 'inherit', 'closed', 'closed', '', '1898-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1898, 'http://cbx.cappendev.com/1898-revision-v1', 0, 'revision', '', 0),
(3104, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>Fine-tuning a luxe mall in Manila—with the help of a homegrown genius.</strong>\r\nBy Peter Burgoyne\r\n\r\nIf you’ve ever spent time in Manila, you know how its broiling streets can make you want to duck into a climate-controlled mall—and stay there. Little wonder the likes of Power Plant Mall at Rockwell Center draw such crowds. But this isn’t value shopping: At Manila’s malls, shoppers tend to be either privileged members of the local moneyed class or jet-setting tourists and businesspeople from around the globe; building a box and filling it with brands like Starbucks or North Face is simply not enough.\r\n\r\n<a href=\"http://vmsd.com/content/virtuoso-rattan\" target=\"_blank\">\r\nhttp://vmsd.com/content/virtuoso-rattan</a>', 'The Virtuoso of Rattan', '', 'inherit', 'closed', 'closed', '', '1838-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1838, 'http://cbx.cappendev.com/1838-revision-v1', 0, 'revision', '', 0);
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(3105, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>CBX reveals real-estate trends that will spark retail creativity in 2015</strong>\r\nAs retailers try to squeeze more sales-per-square-foot out of smaller spaces over the next year, they will be forced to get more creative--even partnering with each other to make their stores more compelling, said Dave Weinberger, vice president and director of engagement for CBX, the brand agency and retail design consultancy, according to a report by Chain Store Age.\r\n\r\nReal-estate pressures will drive four trends in the year ahead, all of which are related to better understanding and catering to today\'s shoppers.\r\n\r\n\"Consumers are shopping more often and making smaller trips,\" Weinberger said. \"Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing.\"\r\n\r\nHe described:\r\n\r\nTheme Parkifying. A way to give shoppers an exciting experience that happens to be convenient as well. He cited the Chicago and New York locations of Eataly as a possible source of inspiration for chains seeking to innovate in this way.\r\n\r\n\"Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof,\" said Weinberger. \"Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\"\r\n\r\nCorner Grabbing. Refers to the likelihood that convenience concepts will snap up premium corner locations, which are among the most convenient in any marketplace but are frequently owned by banks that no longer need this real estate.\r\n\r\n\"In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST Brands to make big real-estate deals with banks as they seek to seize such coveted real estate,\" he said.\r\n\r\nSide Selling. A trend toward looking for alternative channels in which to sell retail goods. Retail is currently popping up in parks and other public spaces, and it will continue to branch out in the year ahead.\r\n\r\n\"We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers,\" Weinberger predicts. \"More businesses, too, will open up their extra space for retail.\" Gyms, for example, could boost productivity by offering vitamin shops, apparel stores and juice bars, he said.\r\n\r\n\"I firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015,\" Weinberger concluded. \"Channel lines will continue to blur as retailers invite not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\"\r\n\r\nNew York City-based CBX specializes in creative marketing services, including branding, retail design, packaging and promotional programming. Clients have included Dr Pepper Snapple Group, General Mills, Kimberly-Clark, A&amp;P, Pathmark, Walgreens and Wawa and more.\r\n\r\nThe full article is available <a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/theme-parkifying-corner-grabbing-side-selling?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20News%2001-16-2015%20%281%29&amp;utm_content=&amp;spMailingID=47822664&amp;spUserID=Mj\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'Theme Parkifying, Corner Grabbing & Side Selling', '', 'inherit', 'closed', 'closed', '', '2059-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2059, 'http://cbx.cappendev.com/2059-revision-v1', 0, 'revision', '', 0),
(3106, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>The winning packages in our first-ever Store Brand Packaging Awards competition not only are great-looking and functional, but also effectively communicate the product message to consumers.\r\nPackaging can do much more than just hold and protect a product. It can draw a shopper\'s eye, communicate a product\'s message, and even boost a product\'s convenience quotient. Great packaging accomplishes all of those things – and more. In our first-ever Store Brand Packaging Awards, Progressive Grocer\'s Store Brands is pleased to honor new store brand packaging that deserves that \"great\" qualifier.\r\n\r\nOur call for entries netted approximately 100 submissions representing hundreds of SKUs. To avoid the potential for bias, we looked outside the packaging design industry to put our panel of judges together. Our judges, packaging editors from UBM Canon\'s Packaging Digest, collectively boast almost a century of packaging experience. They include John Kalkowski, the publication\'s editorial director; Lisa Pierce, the publication\'s editor; and Jack Mans, the publication\'s plant operations editor.\r\n\r\nWe divided the entries into four categories: Refrigerated and Frozen Foods, Shelf-Stable Foods, Beverages and Non-Foods. When a line included products under more than one category, we selected the category in which the majority of products fell.\r\n\r\nWe then instructed the judges to evaluate each entry within a category on three criteria: overall appearance, functionality and communication of the product message. They were told to weigh each criterion equally.\r\n\r\nIn the end, the judges selected a Gold, Silver and Bronze Award winner within each category. They also honored one overall standout across the categories with the \"Best of the Bunch\" Award.\r\n\r\nIn addition, the judges gave Batavia, Ill.-based ALDI Inc., which submitted a number of SKUs for consideration, an honorable mention for placing bar codes on multiple sides of its packaging. The design, the judges say, should work to enhance speed of checkout in ALDI\'s unique operating environment.\r\n\r\n\r\n<strong>Shelf-Stable Foods (Gold Award):\r\n</strong>\r\nNice! line \r\nRetail company: Walgreen Co., Deerfield, Ill.\r\nPackaging design company: CBX, New York\r\n\r\nThe judges weigh in:\r\n\"I know that Walgreens is using this on a whole bunch of different SKUs, and this shows a very small part of the entire product line. But one thing I like is the way they use the product itself in some type of illustration on every one of the packages,\" Kalkowski offers. \"Even though they are using a white background that\'s popular with so many brands right now, I think they do it in a way that is not quite as plain Jane as some of the other ones that are out there right now.\"\r\n\r\nIt\'s a clean design,\" Pierce says. \"The color coding is helpful from a shopability point of view. They are using nice, contemporary colors and a clean design.\"\r\n\r\n\"I like the continuity of the brand – the way they carry it out throughout the whole range of products,\" Mans adds.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PGSB_62012_12c.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PGSB_62012_12c.jpg\" alt=\"\" title=\"PGSB_62012_12c\" width=\"250\" height=\"84\" class=\"alignnone size-full wp-image-4796\" /></a>\r\n\r\n<a href=\"http://www.plstorebrands.com/article-they_ve_got_it_all-2903.html\" target=\"_blank\">http://www.plstorebrands.com/article-they_ve_got_it_all-2903.html</a></p>', 'They\'ve Got it All', '', 'inherit', 'closed', 'closed', '', '1677-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1677, 'http://cbx.cappendev.com/1677-revision-v1', 0, 'revision', '', 0),
(3107, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>CSNews Store Design Contest honors 10 retailers delivering a unique experience.</strong>\r\nIt\'s one thing to have an attractive store that grabs the attention of motorists driving by. It\'s another thing to have an attractive store that delivers an in-store experience unlike anything else consumers have ever encountered at a convenience store. The winners of the 2016 Convenience Store News Store Design Contest achieve both — with flair.\r\n\r\nNow in its 11th year, the awards program honors new and rebuilt c-stores whose designs excel in areas such as branding, interior layout, use and effectiveness of signage and logos, and exterior property and landscaping. Construction or remodeling of eligible stores must have taken place between January 2015 and April 2016.  Winners were selected based on innovation, creativity, and the positive impact of the design and/or remodel on the retailer\'s overall business.\r\n\r\nThis year\'s honorees, spanning six categories, are:\r\n\r\n<strong>BEST ORIGINAL DESIGN</strong>\r\n\r\n<strong>Winner:</strong> Kum &amp; Go LC, Johnston, Iowa\r\n<strong>Designer:</strong> CBX &amp; BRR Architecture\r\n\r\n<strong>Honorable Mention:</strong> Parker\'s, Ridgeland, S.C.\r\n<strong>Designer:</strong> api(+)\r\n\r\n***\r\n\r\n<strong>BEST INTERIOR DESIGN</strong>\r\n\r\n<strong>Winner:</strong> Grab.n.Go Food Mart, Marshall, Texas\r\n<strong>Designer:</strong> Paragon Solutions\r\n\r\n***\r\n\r\n<strong>BEST SKY\'S THE LIMIT REMODEL</strong>\r\n\r\n<strong>Winner:</strong> All-N-1, Campti, La.\r\n<strong>Designer:</strong> Paragon Solutions\r\n\r\n<strong>Honorable Mention:</strong> Dirt Cheap, O\'Fallon, Mo.\r\n<strong>Designer:</strong> Paragon Solutions\r\n\r\n***\r\n\r\n<strong>BEST MID-BUDGET REMODEL</strong>\r\n<strong>Winner:</strong> Tang Mart, Attalla, Ala.\r\n<strong>Designer:</strong> Paragon Solutions\r\n\r\n<strong>Honorable Mention:</strong> Lone Star Food Stores, Van Alstyne, Texas\r\n<strong>Designer:</strong> Paragon Solutions\r\n\r\n***\r\n\r\n<strong>BEST TRAVEL CENTER DESIGN</strong>\r\n\r\n<strong>Winner:</strong> Kwik Stop, Peosta, Iowa\r\n<strong>Designer:</strong> Hussmann\r\n\r\n<strong>Honorable Mention:</strong> Kings Mahwah, Mahwah, N.J.\r\n<strong>Designer:</strong> Bolla Oil Corp.\r\n\r\n***\r\n\r\n<strong>BEST INTERNATIONAL DESIGN</strong>\r\n\r\n<strong>Winner:</strong> ZOOM, Dubai, United Arab Emeritus\r\n<strong>Designer:</strong> Emirates National Oil Co.\r\n\r\nOriginally published in <a href=\"http://www.csnews.com/industry-news-and-trends/corporate-store-operations/years-best-designed-c-store-chains-are?cc=3\" target=\"_blank\">Convenience Store News</a>', 'This Year\'s Best-Designed C-store Chains Are...', '', 'inherit', 'closed', 'closed', '', '2283-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2283, 'http://cbx.cappendev.com/2283-revision-v1', 0, 'revision', '', 0),
(3108, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'By Todd Maute\nCompetition has always been heavy in retail. But, for a variety of reason, it has turned into a veritable slugfest over the past few years. Amid such trends as consolidation, Internet retailing and product commoditization, retailers have just a few ways in which to set themselves apart. Virtually all of these differentiators hinge on one thing: brand.\n\nThis is why pharmacies have been working so hard to make progress in brand development and private label branding in particular. The goal is twofold: First, drug chains aim to strengthen consumer impressions in ways that have more to do with emotions and psychology than mechanistic, tactical approaches along the lines of, \"Can we have the lowest price on the street?” Second, they want to capture incremental share from other trade classes, and even health services companies.\n\nAnd so, certain chains are now being far more precise about private label branding in the pharmacy context. Walmart, for one, uses its catchall Equate brand for generalized, over-the counter products such as medicine, vitamins and personal care items. But the discounter doesn’t just segment by category: Its ReliOn brand speaks to a specific customer segment -people with diabetes.\n\nOther chains have created multiple tiers of attractive, high-quality brands, from value all the way up to premium. In June, for example, CVS/ pharmacy announced that it had added a premium tier to its redesign Gold Emblem consumables brand. The company also offers more than 100 beauty products via Nuance Salma Hayek. Duane Reade\'s DeLish is another example of a private label brand carefully tiered to the preferences and needs of specific consumers.\n\nAll of this is taking place, of course, amid a revolution in private label that has evolved over the past 20 years or so. Thanks to this revolution, the product and packaging quality of private label brands has risen dramatically.\nLittle wonder the consumer perception of these products is so favorable. Studies have shown that most shoppers now believe private label brands are every bit as good as the nationals. Research also shows that companies with the strongest private label brands also tend to have the highest customer loyalty. And isn\'t that what everyone is shooting for?\n\nIn general, though, pharmacies still have a way to go on private label. Some chains are weak in certain categories and strong in others, but the improvements in private label image have to do with the bigger picture.\n\nAll too often, pharmacies rely on what might be described as product-led strategies. In a product-led approach, somebody else develops the product and it\'s the retailer\'s job to determine what brand it might fit in (often driven purely by the quality level of the product itself) and then roll out the line. In a brand-led strategy, by contrast, the pharmacy relies on market and customer research to develop a long-term branding initiative specifically matched to its core customers, the consumers it wants to woo moving forward, as well as the overall brand image it wants to promote.\n\nWhen Walgreens wanted to cultivate health and wellness as a platform, for example, it looked first at research demonstrating the big population of health conscious and environmentally aware people who shopped the store. Only after creating and developing Ology, its green-and healthy private brand, did Walgreens go looking for products.\n\nSuch brand-led strategies can yield a host of benefits. A few years ago, A&amp;P started a health-and-wellness program called Live Better! It was more a marketing platform than a true brand, but Live Better! proved a big hit with shoppers. This persuaded A&amp;P to transform it into a private label brand by bringing Live Better! to the 0-T-C drug arena. And so now, instead of generic aspirin, consumers shop for Live Better! Aspirin. They have grown accustomed to a lifestyle brand that speaks to their needs. A&amp;P has continued this initiative by expanding Live Better! to the perimeter fresh department and even perish able produce items. And why not? Eating fresh fruits and vegetables is part and parcel of a healthier lifestyle, and that makes it a natural extension of Live Better!\n\nAnother example is Duane Reade\'s Good &amp; DeLish. Created in partnership with CBX, this brand demonstrates how customer insights and desired positioning can drive brand development. Here, the New York City chain took a close look at its affluent customer base and saw an opportunity to sell more premium food. Duane Reade had a deep understanding of its customers and their preferences. DeLish as a brand name offers a touch of urban slang that you would hear in the city. For Duane Reade, this positioning is all about the tag line \"New York living made easy.\" By offering a premium brand of food that New Yorkers could relate to, Duane Reade saw a surefire way to connect with its core customers. With each product addition to this brand – premium cookies, candies, pastas - Duane Reade has been able to make this brand\'s story come to life in its customers\' minds.\n\nThis is an approach to private label in which brands are literally regarded as assets. A few short years ago Duane Reade was a different chain. Its New York City stores were located on some fantastic corners, but the experience inside them was anything but inspiring. Then its owners made a serious investment in customer-facing improvements geared toward reinvigorating the stores. A key part of this strategy was a brand-led approach to private label.\n\nIn creating DeLish, Duane Reade knew it had a target customer who would buy premium- type products. It then sourced products for the brand rather than going the other way around. When Walgreens acquired Duane Reade in 2010, CEO Greg Wasson lauded this brand-led strategy, citing Duane Reade\'s \"recent initiatives in urban retailing, customer loyalty and private brand products.\" The Duane Reade nameplate had been transformed into an asset, and private label had a lot to do with it.\n\nBy thinking about private label a bit differently - namely, as a marketing tool versus a margin enhancer- pharmacies can set themselves apart, bolster shopper loyalty, improve price perception and, at the same time, boost their bottom lines through the higher gross margins private label products deliver. But they can\'t do this alone. Operationally, it is critical to partner with the right set of manufacturers and to rely on best-in-class consumer metrics. The best pharmacies think of their private label vendors as partners, not as mere procurement sources. They work together to create a reason for customers to believe in a brand. They also merchandise with pride, and promote their brands as though they were national leaders - not lower-tier alternatives.\n\nIn reality, the statistics for private label are positive, but should retail pharmacies be satisfied with the considerable progress they have made thus far? Clearly there is more work to be done. By taking a step back and working with brand-led approaches, pharmacies can push private label to the next level.\n\nChain Drug Review, August 19th 2013', 'Time is now for pharmacies to ramp up private label', '', 'inherit', 'closed', 'closed', '', '1852-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1852, 'http://cbx.cappendev.com/1852-revision-v1', 0, 'revision', '', 0),
(3109, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'By Nancy Brown<em>\r\nFind creative new ways to celebrate holidays, seasons, and special occasions through your product and packaging to keep your brand top-of-mind all year long.</em>\r\n\r\nBrands have long capitalized on those holidays for which their products are well suited, such as candy for Halloween, Easter, and Valentine’s Day, snacks and beverages for the Super Bowl and the NCAA Final Four, and stationery products for Back-To-School.\r\n\r\nBut with every brand in a category providing a seasonal offering, how can you avoid simply being just another “me too”? How can your brand leverage holidays and other relevant opportunities to break through at shelf and drive incremental sales?\r\n\r\nThere are several approaches brands can use to move beyond the obvious—and limited—seasonal merchandising strategies they’ve been using, and instead keep their brands fresh, relevant, and top-of-mind throughout the year.\r\n\r\n<strong>Capitalize on your season</strong>\r\n\r\nThanksgiving is a natural promotional fit for every food brand out there, which is why it’s exciting to see brands thinking out-of-the-box when it comes to this holiday. One of the best examples of this kind of creativity is the holiday-themed packs put out by Jones Soda a few years ago. Thanksgiving flavors included Tofurky &amp; Gravy Soda (a vegan-friendly, sugar-free flavor), Green Bean Casserole, and Mashed Potato &amp; Butter…and believe it or not, Tofurkey wasn’t that awful.\r\n\r\nThe offerings were so successful that Jones followed them up with a Christmas edition, including Christmas Tree, Egg Nog, and Sugar Plum sodas, and a Chanukah package with Latke, Apple Sauce, Chocolate Coins, and Jelly Doughnut sodas. Other special occasion series include Halloween flavors, a Valentine’s Pack, Easter flavors, and a Dessert Pack. The package designs all play into the look of the holiday, and are completely on brand with Jones’ typically fun spin.\r\n\r\n<strong>Make it your season too</strong>\r\nBrands have figured out that you don’t necessarily need to be an obvious fit with a holiday/season in order to “own it.” Certain unexpected partnerships use promotions as a way to capitalize on special occasions. For example, a Kraft string cheese/Crayola crayon promo for “back-to-school” that makes the string cheese look as if it were packaged in a Crayola crayon box, comes to mind, while others simply do this through packaging (see pwgo.to/316).\r\n\r\nOne of the best back to school promotions is the Bath &amp; Body Works “lunch box bundle” of hand sanitizers. In scents including Marshmallow Treat, PB&amp;J, Honey Pretzel, Juice Box, and Bag of Grapes, these sanitizers were a huge hit with young girls (and their moms) everywhere.\r\n\r\nAnother brand that has figured out ways to “own” certain holidays and seasons is Lego. For example, Lego has gotten in on the Easter action by creating a product and special packaging for a bunny with his Easter basket made out of Legos. Kleenex “slice” boxes—made to look like watermelon, lime, and orange wedges—were created exclusively for Target to sell during the summer months, and injected new life into the brand in the off-season, making them mouthwatering in more ways than one. Kleenex followed up the designs the next year with equally adorable boxes that featured scoops of ice cream.\r\n\r\n<strong>Create (and leverage) seasonal assets</strong>\r\nSome people bemoan the commercialization of the holidays—especially Christmas. But it’s interesting to note that one of the most cherished icons of that holiday, Santa Claus, was actually a marketing creation of the Coca-Cola Company in the 1930s. By promoting Santa—who up until that point had been visually portrayed in many different ways—as a big, jolly man in a red suit with a white beard, Coca-Cola not only created an emotional link with one of the world’s most recognized holidays and created brand associations in its “off-season,” but it also commercialized the gift-bearing folklore with an accessible personification. This visual was so strong that it could have become a brand character, but instead, it transcended that role to be much more universal. Years later, Coca-Cola did for polar bears what it had done for Santa:\r\nmade them synonymous with Christmas.\r\n\r\nIn the same vein, M&amp;Ms has leveraged its personified M&amp;Ms characters and placed them into holiday and seasonal situations (such as a yellow M&amp;M getting frisky with holiday lighting) to take ownership of these holidays in a way that seems honest and innovative.\r\n\r\n<strong>Create new holidays</strong>\r\nThese days, special events can be created, or novel ways of promoting less mainstream events established, to connect with consumers. For example, Solo cups posts ideas on Facebook for how to use its products to honor unexpected events like National Boss’ Day and National Hamburger Day.\r\n\r\nMany brands show their support for Breast Cancer Awareness Month by creating some form of pink packaging in October, but Danish bread manufacturer Kohberg went one step further by packaging their Rye Bread Buns in a pink bag that made the buns look like breasts in a bra. While understandably controversial, it did get noticed and created attention for the cause as well as the company.\r\n\r\nNo matter what holiday, season, or occasion you choose for your brand, there are options for forging authentic connections on-pack. Here are five guidelines that will help you get noticed on shelf at all times of the year:\r\n\r\n1. <strong>Engage your audience:</strong> Create something that shoppers will not only notice, but will also talk about, laugh about, and best of all, care about enough to want to buy.\r\n\r\n2. <strong>Stay true to your brand:</strong> Build long-term equity, not just short-term sales boosts, by figuring out a connection that seems authentic, not hokey.\r\n\r\n3. <strong>Be controversial</strong>: Whether it’s the holiday you select for your brand or what you do with that holiday tie-in, go for it and push the envelope. A little controversy can go a long way.\r\n\r\n4. <strong>Create an idea with longevity</strong>: Get consumers excited about your season, create buzz around your brand, and make them look forward to and anticipate next year’s offering.\r\n\r\n5. <strong>Spare no expense</strong>: Graphics and structure matter, so dream big with a unique structural package and proprietary graphics that take your package to the next level.\r\n\r\nRead More: <a href=\"http://www.packworld.com/package-design/promotional-package/every-brand-there-season\" target=\"_blank\">http://www.packworld.com/package-design/promotional-package/every-brand-there-season</a>', 'To every brand, there is a season', '', 'inherit', 'closed', 'closed', '', '1893-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1893, 'http://cbx.cappendev.com/1893-revision-v1', 0, 'revision', '', 0),
(3110, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>LAS VEGAS, NV, Oct 10, 2012 (MARKETWIRE via COMTEX) -- Well-executed branding strategies for private label products can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label\'s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion Sunday at the National Association of Convenience Stores (NACS) annual expo and convention.\r\n\"Private label is a hot commodity and is in the news a lot these days,\" Maute told the audience during \"Private Label Profit Puzzle,\" a panel discussion featuring c-store and branding experts from four national firms. \"But much of its recent growth has been driven by the sluggish economy and is the result of consumers \'trading down\' in search of better price values.\"\r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label -- one in which companies see private label products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n\"If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private label brands in the customer\'s mind,\" he said. \"But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private label brands really are worth buying.\"\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, HEB, Target and Walmart are making much more of their private label brands. But while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their \"captive audiences\" ought to translate directly into stronger private label market share, Maute asserted.\r\n\r\n\"Let\'s say you\'re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,\" Maute said. \"You\'ll be perfectly willing to try the c-store\'s private label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you\'ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.\"\r\n\r\nThe private label branding veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores\' private label strategies are product-led, he explained, which means the attributes of the product itself -- whether it is potato chips, soda or motor oil or is a \"premium\" product versus a \"national brand equivalent\" -- drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing private label brands that become instantly recognizable to consumers. \"If the strategy is brand-led, you will innovate and differentiate,\" Maute said.\r\n\r\nRetailers with the highest private label market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute said. They understand that every private label purchase carries with it three distinct impressions on the consumer, he added. \"The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,\" he explained. \"If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your private label products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.\"\r\n\r\nHow should c-stores go about reorienting their private label strategies? \"Start with the fundamentals of good retailing,\" Maute advised. \"It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you\'re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.\"\r\n\r\nThe NACS Show, held Oct. 7-10 at the Las Vegas Convention Center, highlights products and services for the convenience and fuel retailing industry and is one of the top 50 trade shows in the United States, according to the Trade Show News Network.\r\n\r\n<a href=\"http://www.marketwatch.com/story/expert-urges-c-stores-to-take-a-savvier-approach-to-private-label-2012-10-10\" target=\"_blank\">http://www.marketwatch.com/story/expert-urges-c-stores-to-take-a-savvier-approach-to-private-label-2012-10-10</a>', 'Todd Maute from NACS Show Panel Urges C-Stores to Take a Savvier Approach to Private Label', '', 'inherit', 'closed', 'closed', '', '1713-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1713, 'http://cbx.cappendev.com/1713-revision-v1', 0, 'revision', '', 0),
(3111, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Tonya Garrett has joined brand agency and retail design consultancy CBX as Vice President, Client Services Group Director.\r\nIn her position, Garrett will be responsible for directing the firm\'s client services team, including the advisement of clients, growth of relationships and management of projects. She reports to Satoru Wakeshima, Senior VP, General Manager.\r\n\r\nGarrett comes to CBX with more than 18 years of digital marketing, management consulting and P&amp;L experience, most recently as Managing Director/NY Market Lead at Proof Integrated Communications/Burson-Marsteller Company. In that position, she was responsible for leading the New York office\'s P&amp;L and operations to deliver digital campaigns from research, creative and technical execution.\r\n\r\nFrom 2010 to 2013, Garrett was a Managing Director at JWT, a global full-service employee relationship marketing agency focused on recruitment advertising, employer branding, strategy and internal communications. Prior positions included Client Engagement Director at global digital marketing agency Razorfish; Director of Project Management/Account Director and Director of Operations and Delivery at Omnicom\'s Agency.com; and a Senior Consultant at Accenture, where she began her career in 1996.\r\n\r\n\"Tonya\'s diverse experience and outstanding track record position her as exceptionally qualified to lead teams across our organization,\" said Wakeshima. \"I\'m confident that her passion, vision and comprehensive thinking will help us continue to drive cohesive branding solutions for our clients, with measurable results. Additionally, our clients and teams will really enjoy working with Tonya -- she\'s a great cultural fit for CBX. I\'m very excited to have her join our senior leadership and look forward to an exciting future together.\"\r\n\r\nGregg Lipman, the firm\'s CEO/Managing Partner, added: \"Tonya\'s addition to the team underscores CBX\'s commitment to a rapidly changing marketplace in which clients with thinner resources rely on firms like us to offer the breadth and depth of services to fulfill their unique needs, and be proactive business partners in the process. With her vast experience, Tonya Garrett will be a catalyst to ensure CBX is at the forefront of that change.\"\r\n\r\nGarrett, a resident of New York City, earned an M.B.A. from Duke University\'s Fuqua School of Business and a Bachelor of Business Administration, Finance and Accounting, from the University of Oklahoma.\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.bizjournals.com/newyork/potmsearch/detail/submission/4620531/Tonya_Garrett?l=&amp;time=&amp;ind=&amp;type=&amp;ro=6\" target=\"_blank\">New York Business Journal</a>\r\n\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Documents/CBXPR050515.pdf\" target=\"_blank\">NACS Online</a>', 'Tonya Garrett Joins CBX as VP, Client Services Group Director', '', 'inherit', 'closed', 'closed', '', '2097-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2097, 'http://cbx.cappendev.com/2097-revision-v1', 0, 'revision', '', 0),
(3112, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p> See where CBX comes in at on Inc.com\'s list of the \"Top Companies in New York 2011.\" \r\n<a href=\"http://www.inc.com/inc5000/list/2011/state/ny/300/state/\" target=\"_blank\">http://www.inc.com/inc5000/list/2011/state/ny/300/state/</a></p>', 'Top Companies in New York on the 2011 Inc. 5000', '', 'inherit', 'closed', 'closed', '', '1709-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1709, 'http://cbx.cappendev.com/1709-revision-v1', 0, 'revision', '', 0),
(3113, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>Consumers love their brands, especially ones that begin with the letter “A” for Apple. In honor of Valentine’s Day, CBX, the New York-based brand agency, conducted a quantitative online survey of 1,000 consumers nationwide and asked, “What brand do you love the most?” and “Why?”\r\nThe top ten brands that are consumers’ Valentines:\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/brands_people_love_2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/brands_people_love_2012.jpg\" alt=\"\" title=\"brands_people_love_2012\" width=\"203\" height=\"237\" class=\"alignnone size-full wp-image-4867\" /></a>\r\n\r\nBrand Love by the Ages:\r\n\r\n<ol>Those hard-to-please younger consumers (ages 18-24)) professed their love of Nike (54%). But, no one over 55 said they wanted Nike to “be mine” in the survey.</ol>\r\n\r\n\r\n<ol>27% of consumers, ages 18-24 said they loved Sony, helping to land the brand in the number two spot.</ol>\r\n\r\n<ol>Consumers aged 35-44 and 55-64 named Coca-Cola as their number one love (26%).</ol>\r\n\r\nExplaining their love for these brands, consumers most frequently said, Apple is “innovative,” “high-end”, “love/like products” and “good quality”. While Sony soaked up the love because of “good quality,” “reliable/dependable,” “love/like products” and “innovative/high-end.” Those who chose Coca-Cola overwhelmingly did so by describing the brand as, “great/good taste” and “delicious.”\r\n\r\n<a href=\"http://popsop.com/53700\" target=\"_blank\">http://popsop.com/53700</a>', 'Top Ten Brands Consumer\'s Love Most', '', 'inherit', 'closed', 'closed', '', '1688-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1688, 'http://cbx.cappendev.com/1688-revision-v1', 0, 'revision', '', 0),
(3114, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>A state of the art service station in Cashel, Co. Tipperary, which was only opened by Topaz four months ago, has won a leading international retailer award.\r\nThe Cashel site, at Junction 8 on the M8, was awarded the Insight NACS 2011 International Convenience Retailer of the Year Award at a gala ceremony in London last week attended by delegates from 20 countries.\r\n\r\nNACS is the Association for Convenience and Fuel Retailers and represents retailers and suppliers worldwide.\r\n\r\nThe award is seen as particularly significant because of the quality of those competing and the fact it is voted on by suppliers and industry peers. Topaz beat off stiff competition from a short list which included Morrisons M-local from the UK, LS travel retail from France and Shell/7-Eleven from Norway.\r\n\r\nTopaz, the fully Irish owned and managed company only came into existence as a brand in February 2008. The Cashel site is the first of up to 15 motorway sites which the Company plans to build close to the motorway network. Services on offer at the site include a hot food buffet and café, children’s play area, wi-fi internet access, toilets and showers. The site also has a McDonald’s restaurant, which is also a first motorway location for that company.\r\n\r\nEddie O’Brien, Chief Executive of Topaz, said the award was a huge boost for the company generally and Cashel in particular.\r\n\r\n‘This is an acknowledgement by our industry peers from across Europe that the range of services on offer at Cashel, transform the customer experience. This site is our template for future sites close to the motorway network and it is extremely encouraging that our ‘first-born’ has won such a prestigious award. Our aim is to provide five star rest and refueling stops for motorists and winning this award re-enforces our belief that we are on the right track. The judges were impressed with our commitment to our customers, our staff and the community as a whole and that was especially pleasing’ O’Brien said.\r\n\r\nOne of the judges Joe Bona, President Retail Division at CBX a New York based strategic branding company said; ‘Through the integration and use of technology across multiple platforms, from pay at the pump to social media and smart phone apps, Topaz appears to be an innovation leader for the convenience channel’.\r\n\r\nLast year Topaz was crowned Irish Retail Company of the Year at the Retail Excellence Ireland Awards in Galway, while in May it was recognised as one of the Best Large Workplaces in Europe.\r\n\r\n<a href=\"http://www.hgvireland.com/09/27/topaz-cashel-crowned-world-champion/\" target=\"_blank\">http://www.hgvireland.com/09/27/topaz-cashel-crowned-world-champion/</a>', 'Topaz Cashel crowned world champion', '', 'inherit', 'closed', 'closed', '', '1736-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1736, 'http://cbx.cappendev.com/1736-revision-v1', 0, 'revision', '', 0),
(3115, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>To create holiday packaging that will enchant consumers, you need to move beyond seasonal clichés and embrace quality design that brings a bit of the unexpected.</strong>\r\nWith the holidays upon us, celebrations beginning, and an influx of plastic Santas on rooftops, I can’t help but pine for more sophisticated creative this season. It goes without saying that much of the holiday packaging we see is, let’s face it, pretty tacky. It’s as if someone said, “Just slap a reindeer, Santa, or snowflake on the package and call it a day. Oh, and make sure it’s gaudy!” I believe that brands that use cheap tactics are underestimating the public’s ability—and desire—to embrace quality design. Let’s look at some great examples that haven’t used tacky gimmicks to convey “holiday.”\r\n\r\n<strong>Tissue boxes conjure classic holiday settings</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/kleenex-christmas-designs_497x295.png\"><img class=\"alignnone wp-image-9507 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/kleenex-christmas-designs_497x295.png\" alt=\"kleenex-christmas-designs_497x295\" width=\"497\" height=\"295\" /></a>\r\nThere’s corny Christmas humor—ugly sweater contest anyone?—and then there’s keen Christmas wit. Kleenex opted for the latter when it launched its <a href=\"http://www.kimberly-clark.com.au/en/news/2013/newsbox/kleenex-launches-festive-new-designs?utm_medium=Print&amp;utm_source=pwgoto\" target=\"_blank\">limited-edition tissue box holiday collection in 2013</a>. Festive enough to leave out on the mantel alongside your stockings for those emotional holiday moments, the holiday tissue boxes were made to resemble quintessential settings like a gingerbread house and garland-draped fireplace. Best of all, the structure of the box was made to look like a roof, with the Kleenex logo at the top. These were tissues you wanted to show off around the house, rather than hide under the Christmas tree.\r\n\r\n<strong>Socks in a jar reflect handcrafted heritage</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/levis_project048_tp31.jpg\"><img class=\"alignnone wp-image-9508 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/levis_project048_tp31.jpg\" alt=\"levis_project048_tp31\" width=\"695\" height=\"382\" /></a>\r\n\'Tis the season for cozy socks, as Levi’s knows better than anyone. To its credit, the brand figured out a way to make this classy holiday product more than just a stocking stuffer when it introduced Mr. Strauss’ Rediscovered Long Socks just in time for the 2014 holiday season. The socks are modeled after those worn by the founder of the brand, and claim to be “woven on a traditional 48 needle machine just as it would have been in 1853.” Packaged in a glass jar, with a handmade-style label printed on weathered, antique-style paper, there’s a homegrown feel to the packaging that supports Levi’s handcrafted heritage. As far as the connection to holiday, well, these cozy socks tell the whole story—imagine wearing those red, woolen socks while sitting in front of the fireplace sipping a hot toddy. What’s more holiday than that?\r\n\r\n<strong>Festive champagne bottle graphics get the party started</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/le-set-sq-crop.jpg\"><img class=\"alignnone wp-image-9509 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/le-set-sq-crop.jpg\" alt=\"le-set-sq-crop\" width=\"750\" height=\"750\" /></a>\r\nSpeaking of color, winery Chandon made big news in the libations world in 2014 when it introduced its white-and-gold Limited Edition Party Bottle. No red and green pairings here; Chandon had the confidence to wrap its bottle in all white—reminiscent of a white Christmas—and use a festive gold script that implies celebration and makes the brand really pop (pun intended). Various playful copy lines convey the festivity of the season. The nicely designed, themed bottles make a great holiday gift, and a bottle worth bringing to any party.\r\n\r\n<strong>Clever copy alludes to season’s treats</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/butlers-pantry.jpeg\"><img class=\"alignnone wp-image-9510 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/butlers-pantry.jpeg\" alt=\"butlers pantry\" width=\"1000\" height=\"667\" /></a></strong>\r\nFor its line of holiday food products, Irish brand Butler’s Pantry veered away from conventional holiday clichés, and piqued their consumers’ curiosity. A neutral background pattern, made up of mini-snowflakes that hint at the season without overtly referencing it, sets the stage for the festive quotes. Copy such as “You’ve Got Beautiful Mince Pies” and “Delicious Piece of Hand Made Heaven Inside” cleverly alludes to the deliciousness that awaits.\r\n\r\n<strong>Beer gets gift-wrapped, including a bow</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/12_5_11_stella1.jpg\"><img class=\"alignnone wp-image-9506 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/12_5_11_stella1.jpg\" alt=\"12_5_11_stella1\" width=\"700\" height=\"350\" /></a></strong>\r\nIt’s no surprise that Stella Artois—a brand that was actually named for the Christmas star—really embraces the holiday season. Each year, Stella Artois turns out packaging that, while not quite revolutionary, is as understated as it is clever. A few years ago, <a href=\"http://www.thedieline.com/blog/2011/12/6/stella-artois-limited-edition-holiday-packaging.html?utm_medium=Print&amp;utm_source=pwgoto\" target=\"_blank\">a festive box was introduced</a> leveraging Stella’s most significant brand assets, the star and the crimson color, staged in a repetitive pattern made to look like gift-wrap. The design covered cases of beer and was tied up with a bow. The perfect gift for any beer drinker on your holiday list—no wrapping required.\r\n\r\n<strong>Coffee-pack characters celebrate holiday moments</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/12_04_12_-holidaySB_5.jpg\"><img class=\"alignnone wp-image-9511 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/12_04_12_-holidaySB_5.jpg\" alt=\"12_04_12_ holidaySB_5\" width=\"700\" height=\"553\" /></a></strong>\r\nIn 2012, Starbucks’ spirited holiday packaging portrayed an unexpected approach to the holiday season. Instead of the usual chubby Santa and happy snowmen, Starbucks opted to illustrate holiday moments with such characters as a Christmas caroler and an ice dancer, which were applied to each of its holiday blends and coffee to-go cups. It made every cup of coffee bring a smile to my face that season.\r\n\r\n<strong>Faceted glass vodka bottle helps holidays shine brighter</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/RTEmagicC_B_AB007_06.jpg.jpg\"><img class=\"alignnone wp-image-9512 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/12/RTEmagicC_B_AB007_06.jpg.jpg\" alt=\"RTEmagicC_B_AB007_06.jpg\" width=\"271\" height=\"600\" /></a></strong>\r\nLeave it to Absolut to create the best holiday bottle ever! Reminiscent of a sparkling diamond, the limited edition 2010 Absolut Glimmer bottle made for a shimmering Christmas gift and bar accessory you’d be proud to display at your holiday party. As opposed to other recent holiday bottles such as Absolut Bling Bling, Absolut Disco, and Absolut Rock Edition, Absolut Glimmer marks the first time that the bottle structure was altered, rather than just the graphics. The perfect excuse to shine a little brighter for the holiday.\r\n\r\nAs all of the examples here prove, beautiful design is indeed always in season. Here are a few pointers to keep in mind:\r\n\r\n- Build on your heritage.\r\n- Look for the unexpected.\r\n- Pique your consumer’s curiosity.\r\n- Deliver an engaging experience.\r\n- Emphasize the craft.\r\n\r\nSo this year I urge you to go beyond the expected clichés of plastic Santas, Rudolphs, and Frostys. Instead, embrace holiday cheer with concepts that engage, entice and remind everyone to be joyful. After all, that’s what this time of year is all about.\r\n\r\nOriginally published in <a href=\"http://www.packworld.com/package-design/promotional-package/toss-tacky-and-other-strategies-inspiring-holiday-packaging\" target=\"_blank\">Packaging World</a>.\r\nPhotos courtesy of <a href=\"http://www.kimberly-clark.com.au/en/news/2013/newsbox/kleenex-launches-festive-new-designs/\" target=\"_blank\">Kimberly-Clark</a>, <a href=\"http://www.mailmovement.com/levis-puts-on-sale-mr-strausss-socks/\" target=\"_blank\">Mail Movement</a>, <a href=\"http://chandonusa.tumblr.com/payton-turner-flat-vernacular\" target=\"_blank\">Chandon</a>, <a href=\"http://www.thedieline.com/blog/2014/12/5/the-butlers-pantry\" target=\"_blank\">The Dieline</a> 1, <a href=\"http://www.thedieline.com/blog/2011/12/6/stella-artois-limited-edition-holiday-packaging.html?utm_medium=Print&amp;utm_source=pwgoto\" target=\"_blank\">The Dieline</a> 2, <a href=\"http://www.thedieline.com/blog/2012/12/10/starbucks-holiday-2012.html\" target=\"_blank\">The Dieline</a> 3, and <a href=\"http://www.ricard.fr/en/brands/_absolut-glimmer-dazzling-purity\" target=\"_blank\">Societ Ricard</a>.\r\n\r\n&nbsp;', 'Toss the Tacky, and Other Strategies For Inspiring Holiday Packaging', '', 'inherit', 'closed', 'closed', '', '2149-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2149, 'http://cbx.cappendev.com/2149-revision-v1', 0, 'revision', '', 0);
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(3116, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'The Storenvy Online Market place is a virtual mall brimming with funky fashions and jewelry, nifty gizmos, artisan soaps and other eclectic merchandise from some 52,000 independent retailers. And now this San Francisco-based dot-com which enables shoppers to fine-tune the stuff they see by \"envying\" the products in the manner of a Facebook \"like\" - is bringing its user-driven model to the brick and-mortar world. Storenvy\'s 1,700-square-foot store opened at the beginning of the year in downtown San Francisco\'s Crocker Galleria. Initially, the idea was for a popup shop on a 30-day trial run, bur shoppers at the boutique-focused mall responded so enthusiastically that the plans were quickly changed, says founder and CEO Jon Crawford. \"Crocker Galleria came to us and said, \'Hey, we love you guys and want you to stay,\'\" he said.</br>\nAll the merchants in the physical store are popular sellers at Storenvy.com, which launched in 2009 and now has upwards of one million registered shoppers. These plugged-in users create detailed profiles and curate the products they peruse by envying their favorite items and merchants and following other shoppers whose tastes jibe with their own. These users spend some $2.5 million in total with Storenvy sellers in a given month, according to Crawford. At the Crocker Galleria store, meanwhile, Storenvy strives to maintain a similarly engaging mix by frequently varying the offering. \"Every 30 clays we roll in a new batch of five or six of our online merchants into the space,\" Crawford said. The company, named one of Forbes magazine\'s 10 Greatest Industry-Disrupting Startups of 2012, has thus far attracted some $6.5 million in venture capital from the likes of First Round Capital, Intel Capital, Kleiner Perkins Caufield &amp; Byers and Spark Capital. The company is open to launching additional stores, Crawford says.</br>\n\nWhile Storenvy specializes in what Crawford describes as \"unique, original and authentic stores and artists,\" a big reason for its success is the way it handles \"discovery\": the process whereby users learn about particular merchants and products. Whether browsing online or in the physical world, shoppers face the overwhelming conundrum of figuring out exactly what to buy amid nearly unlimited options. \"Discovery is the final frontier of retail shopping,\" Crawford said. \"If you know where the cool things are, and the right things are put in front of you more often, you\'ll actually spend more of your money.\" Sites like Amazon.com and Netflix try to tackle this challenge by monitoring the browsing and buying habits of the users and by tailoring the product pitches to match. Storenvy\' model is more like that of the blogging website Tumblr, which makes it easy for people to share their favorite finds with their social-media friends. \"We believe that crowd-curating through social [medial] is one of the most scalable forms of discovery,\" Crawford said. \"It is just a lot more interesting to pair you up with people who have similar styles, tastes and moral views as you do. Whatever they think is cool, you get to see.\"</br>\n\nNot all tech startup stay around for the long haul, but Storenvy\'s use of a social-media-like model to curate merchandise offerings is intriguing, says Joseph Bona, president of branded environments at CBX, a New York City-based branding and retail-design consulting firm. \"Given the homogenization and commoditization in conventional retailing today, many retailers are struggling to give people a reason to walk through the door,\" Bona said. \"Arguably, staying the same is no longer a viable option in retailing today. A model in which the fast-turning merchandise on the shelf is partly or wholly determined by shoppers\' \'likes\' - that is different and unusual.\" In today\'s world of omni-channel retailing, it makes sense for independent retailers to use tools like Storenvy to gain a foothold online, Bona say. Storenvy builds customized, e-commerce- enabled websites for its sellers for free, making money by charging for upgrades and, starting in January, by taking a cut of any sales that occur in Storenvy\'s separate online marketplace. \"You never know which of these tech tools will explode to become the next big thing,\" Bona said. \"But when these tools are affordable and showing signs of growth, smaller retailers have every reason to experiment and try to leverage interesting online channels, in addition to the brick-and-mortar side.\"</br>\n\nJust about any seller can join the site, and many of these independent retailers do lease space at shopping centers, Crawford says. He is a web designer and engineer who conceived of Storenvy while building online tares for small businesses. \"These were all really passionate people who just wanted to sell their stuff on the Internet and create a branded retail experience online,\" he said. \"They didn\'t want to be on eBay or Amazon, because they did not feel like it fit their brand experience.\" Crawford says he grew increasingly annoyed that there was no easy way for these smaller stores to launch attractive, ecommerce- enabled websites without first sorting thorough costly and time-consuming issues- multiple decisions related to such things as web-hosting and publishing, and payment-processing. Even today small businesses pay specialists huge sums to launch a website when there are simpler solutions available, Crawford says. \"You don\'t have to pay someone to build your online store from scratch,\" he said. We see people spending $5,000 or $10,000 to get a website built that they cannot even update themselves. That makes us very sad. These people could be empowered by using a platform like Storenvy.\"</br>\n\nThe Storenvy online marketplace aims to help smaller retailers solve another problem: attracting the attention of target customers. \"People end up making sales through Storenvy.com in addition to the sales that they are driving tl1rough the customized websites that we create for them,\" Crawford said.</br>\n\nStorenvy currently employs l8 people and has plans to add 15 or 20 more over the next year or so, Crawford says. \"We are in business to help people express their ideas and create amazing online businesses,\" he said. \"And we\'re just warming up. The product that is online right now is just the beginning. We\'re learning a lot about physical retail, discovery, storytelling and mobile. We invite people who want to create strong community and tell their stories to be part of what we\'re doing.\nBut we try to stay away from sellers who just want to be on 50 different websites to make money as fast as they can. This is for businesses with soul.\"\n\nRead more: <a href=\"http://sct.icsc.org/sct/\" target=\"_blank\">http://sct.icsc.org/sct/</a>', 'Turning Clicks to Bricks', '', 'inherit', 'closed', 'closed', '', '1884-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1884, 'http://cbx.cappendev.com/1884-revision-v1', 0, 'revision', '', 0),
(3117, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nTweens: They’re feisty, opinionated, razor-sharp, brutally honest, slightly awkward, and very, very important for your brand. My oldest daughter is just about to enter into this demographic (9 to 14 years old, “too old for toys, too young for boys,” as they say), and as a parent, I’m bracing myself for all the craziness that comes along with it. But as a creative, I couldn’t be more excited for the opportunities that tweens present. Creating and designing products that reflect this group’s multifunctional, fast-paced lives is one of the most thrilling challenges out there for those working in the marketing and branding worlds.\r\nSales of products for tweens currently exceed $200 billion annually. That’s quite a few Justin Bieber posters, eh? But reaching this audience is not as easy as one might think, because tweens are full of dichotomies:\r\n\r\n1. They aspire to be older, but are still children.\r\n2. They want to be unique, but also still fit in.\r\n3. They have strong ideas about what they want to buy, but need parental involvement and approval to purchase those things.\r\n\r\nMy company, CBX, is familiar with the challenges facing tweens. Our work for U by Kotex—a brand for 14 to 22 year olds said to have revolutionized the feminine care aisle—was so successful that Kimberly-Clark turned to us to help design another product line, U by Kotex Tween, that specifically targets these young consumers.\r\nBy conducting a deep dive to get into the minds of tween females, we discovered that our target audience wanted:\r\n\r\n• Copy that speaks to her honestly and openly\r\n• Windows that let her see the product\r\n• Packaging functionality that speaks to how she expresses herself\r\n• Portability that lets her take products with her wherever she goes\r\n• Bold colors, a pleasing fabric, and fun textures\r\n\r\nThe resulting design spoke to a tween’s desire for freedom and self-expression and to her mom’s need for reassurance and safety. And those facets—freedom, self-expression, and safety—are also evident in several other new products currently being marketed specifically to tweens.\r\nPersonal care products packed with tween appeal\r\nFor starters, there is Geo Girl, Walmart’s new line of eco-friendly cosmetics for 8 to 12 year olds. Geo Girl includes blusher, mascara, face shimmer, and lipstick that are “mother approved.” Formulas are designed for young skin and contain natural ingredients like white willow bark, chamomile, lavender, and calendula, as well as antioxidants, which are said to prevent aging (yes, you read correctly…anti-aging for 8 to 12 year olds!).\r\n\r\nAll 69 products in the range are paraben-, phthalate-, and sulfate-free, a strategy that is designed to attract parents worried about the excess chemicals in makeup. The packaging system—featuring playful fonts and pop colors—communicates each product’s unique feature, reflecting every tween’s desire to be noticed and recognized as an individual. The verbal strategy supports this message by engaging each tween in a dialogue on how to bring out their beauty, and the use of recyclable packaging encourages this younger generation to make their contribution to society. \r\n\r\nIn 2010, Crest introduced the unisex Crest and Oral-B Pro-Health For Me, the first-ever complete collection of oral care products for kids aged 8 to 12. This line, consisting of a rinse, brush, floss, and toothpaste, is promoted as “made just for tweens,” and projects an image that dental care is cool (to be fair, it isn’t necessarily un-cool). For the most part, the design looks similar to other Crest and Oral-B products, with the exception of hand-drawn illustrations that are very tween-esque. This hip graphic treatment attempts to separate from the stigma attached to “if it’s my parents’ product, I will hate it” syndrome. The sub-brand “for me” helps soften the blow of engaging in the dreaded dental routine. As opposed to whining, “Do I really have to?,” these products will have them saying, “Look ma, I brushed my teeth!” \r\n\r\nDegree Girl is, unquestionably, a product that popular television character iCarly would use (sure, she’s a little older, but what tween doesn’t aspire to be more mature?). It promotes itself as “Protection for Every OMG! Moment,” and features “OMG!” on its packaging, Web site, and promotional materials. In doing so, Degree Girl reaches out to its target audience by speaking in its tween lingo, and moves away from the pastel tones associated with the category by packaging product in edgy tones like purple, fuchsia, and black.\r\n\r\nDegree Girl utilizes glitter caps, fun names, and unique graphic expressions that support moments in every tween’s life: “I think I’m in love,” “Today I’m a rock star,” and “I am woman, hear me roar.”\r\n\r\nWhile these brands were created to speak specifically to the tween audience, some existing products created for older consumers are tweaking their advertising messages—if not their packaging—to reach a younger male audience, and are turning up in such specifically tween places as Twitter, YouTube, and Facebook.\r\n\r\nMarketers of these brands rely less on 30-second TV spots than on interactive Web sites, creating communities of young fans. Axe has an avatar in Pain, a PlayStation game. Old Spice’s Swagger sponsors Xbox team competitions. Brands create downloadable apps, have lengthy “advergames” on their Web sites, and urge fans to text friends with coy messages about the products. They make commercials specifically to air on YouTube (as opposed to TV), a site proven to attract young boys, many of whom make and post their own videos.\r\n\r\n\r\n<strong>Five tips for tapping the tween market</strong>\r\nSo at the end of the day, what advice would I give brands trying to reach this audience through packaging? I confess that I am slightly reluctant to dish out said advice, knowing that these brands will soon be targeting my still-innocent little daughters. But here it goes:\r\n\r\n1. Know your audience: Conduct a serious “deep dive” into the media, fashion, and products that are speaking to your target audience. For U by Kotex, we analyzed trends, visited stores, watched movies and TV shows, and conducted focus groups to literally “become the girl.”\r\n\r\n2. Tell it like it is: Tweens want to be talked to like people—not like they’re being talked to by their parents. Immerse yourself in the lingo of your target audience, and keep it short, sweet, and in a relatable, conversational tone.   \r\n\r\n3. Surprise! Always include an element of surprise, something unexpected and fun, that will stand apart from the competition as well as from (gasp!) their parents’ products.\r\n\r\n4. Personalize it: Tweens like to put their stamp on the world, so products (and promotions) should have some option for personalization. And providing a place for feedback—whether through Facebook, Twitter, or Tumblr—is highly recommended.  \r\n\r\n5. Make it snappy: Make sure there are elements on the packaging—glitter, peek-a-boo windows, illustrations—that make the package feel like a special treat for tweens.</p>', 'Tween-tastic Package Design', '', 'inherit', 'closed', 'closed', '', '1546-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1546, 'http://cbx.cappendev.com/1546-revision-v1', 0, 'revision', '', 0),
(3118, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/u-by-kotex.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/u-by-kotex.jpg\" alt=\"\" title=\"u-by-kotex\" width=\"500\" height=\"375\" class=\"alignnone size-full wp-image-560\" /></a>\r\nThe packaging usually found in the feminine hygiene products aisle is not exactly earth-shattering. Characterized by dainty pastel color palettes and soft-sided poly packs, nearly every container\'s design is timid, rather than tenacious.\r\n\r\n\r\nEnter U by Kotex. The Kimberly-Clark feminine hygiene product line breaks through the clutter with ﬁrm, upright paperboard outer cartons emblazoned with eye-popping color, a sharp contrast to the ﬁelds of frilly ﬂowers and soft-sided bags more commonly associated with the category. The innovative packaging design recently cleaned up at the 2011 New Jersey Packaging Executives Club Package of the Year Awards. Submitted by package design/production firm AGI, the packaging garnered a Market Innovator award, Gold recognition in the Personal Care category and top honors as Package of the Year.\r\n\r\n\r\n\"We are very happy that Kimberly-Clark chose AGI as the packaging manufacturer for some of its U by Kotex products. It\'s always great to play an instrumental role in helping bring design innovation to the marketplace,\" says Sharon Meeks, vp of sales at AGI.\r\n\r\n\r\nIn addition to attracting the attention of packaging pros, U by Kotex is engaging female customers by giving them something diﬀerent.\r\n\r\n\r\n\"The entire category has historically been ﬂooded with this sameness of soft colors, white packaging,\" says Jenn Westemeyer, brand design director with Kimberly-Clark. \"We were missing out on opportunities to connect with consumers.\"\r\n\r\n\r\nStudy habits \r\n\r\n\r\n\r\nIn 2009, Kimberly-Clark commissioned an online study (conducted by Harris Interactive) to gauge female consumers\' attitudes toward feminine hygiene products and packaging, and to determine where the category fell short in serving the audience. The study polled more than 1,600 women in North America, aged 14-35. The research showed that 70 percent of women believe society needs to improve dialogue about feminine health; however, more than half of the respondents reported they didn\'t feel empowered to make a change in that area.\r\n\r\n \r\n\r\nIn reaction to the ﬁndings, the Kotex brand team threw themselves into getting to know consumers, inside and out, to determine how best to meet their needs.\r\n\r\n \r\n\r\n\"We soon realized that [feminine products] is a boring, boring category and desperately needed a facelift,\" Westemeyer says. \"Since we\'re the leaders and inventers in the category, we were ready to blaze the trail.\"\r\n\r\n \r\n\r\nAccording to Kristi Bryant, senior design manager with Kimberly-Clark, the Kotex team decided to take a consumer-centric approach when creating U by Kotex.\r\n\r\n \r\n\r\n\"We started really paying attention to what ‘she\' [the female consumer] wanted,\" Bryant says. \"We listened, and we identiﬁed behaviors and unmet needs.\"\r\n\r\n \r\n\r\nResearch supported the idea that rather than feeding into a sense of embarrassment about \"that time of the month,\" female consumers would best respond to a package that \"stood proud on the shelf, rather than fading into the background,\" Bryant says. The entire package-created in partnership with branding ﬁrm CBX-feeds into that desire for engagement, from the bold black background, to the paperboard carton that stands tall (rather than sagging), to the bright colors, to the cutout window oﬀering up a glimpse of the individually wrapped products inside.\r\n\r\n \r\n\r\nForging ahead\r\n\r\nTo test the bold new packaging, Kimberly-Clark ﬁrst launched U by Kotex in Australia. Consumers there share many behaviors and attitudes with their American counterparts, though the market tends to have a higher acceptance of bold messages and \"edge.\"\r\n\r\n \r\n\r\n\"Australian consumers are somewhat bolder in their sense of style and body image,\" Westemeyer says. \"We used that as a stepping stone to get to our consumer here. We did a lot of learning, and we realized that if we could succeed there, we could do it anywhere.\"\r\n\r\n \r\n\r\nThe U by Kotex packaging that U.S. consumers see on retail shelves builds upon Kimberly-Clark\'s success with Australian consumers. According to Westemeyer, an aim of the design is to \"surprise and delight\" the customer by incorporating elements of the unexpected. The package delivers in a number of ways: inner wrapping comes in an array of colors, enabling the user to select individual product according to her mood; informative text on the back of the package engages; and the carton is printed in matte and gloss for eye-catching contrast. Kimberly-Clark produces the inner product wrap; various partners across the country produce the outer carton.\r\n\r\n \r\n\r\nResponse to U by Kotex has been positive, from consumers shopping the item on the shelves, to retailers providing favorable feedback, to competition feeling the demand to deliver similarly innovative products and packaging.\r\n\r\n \r\n\r\n\"Retailers are expecting differences and change, and they\'re putting pressure on our competition,\" Westemeyer says.\r\n\r\n \r\n\r\n2011 NJPEC Package of the Year Awards\r\n\r\n\r\nIn addition to Kimberly-Clark\'s U by Kotex, these packages garnered New Jersey Packaging Executives Club recognition for packaging design: \r\n\r\n\r\n\r\nSTUDENTS\' CHOICE AWARD\r\n\r\n\r\nFlight by Michael Jordan\r\nFor Five Star Fragrance\r\nBy Five Star Fragrance\r\n\r\n \r\n\r\nGOLD AWARDS\r\n\r\n \r\n\r\nPromotional\r\n\r\nSex and the City Ultimate Collection\r\nFor HBO\r\nBy Napco Inc.\r\n\r\n\r\nFood and Beverage\r\nSarabeth\'s Legendary Cookies\r\nFor Sarabeth\'s Bakery\r\nBy O.Berk Co.\r\n\r\n\r\nHealth and Beauty\r\nKate Somerville Clinic-to-Go\r\nFor Kate Somerville Skin Care LLC\r\nBy Padtech AS\r\n\r\n\r\nHousehold/Industrial\r\nElectric Wand Retail Packaging\r\nFor Hyde Tools\r\nBy Bruce Alexander, MNA/BAX\r\n\r\n\r\nColor Cosmetics\r\nAlmay Intense I-Color Smoky-I Kit\r\nFor Almay\r\nBy Topline Products\r\n\r\n \r\n\r\nSILVER AWARDS\r\n \r\n\r\nPromotional\r\nYSL Opium Sample Mailer\r\nFor L\'Oreal\r\nBy Color Optics Inc.\r\n\r\n\r\nPersonal Care\r\nChannoine Sun Collection Tube\r\nFor Channoine\r\nBy Neopac\r\n\r\n\r\nFood and Beverage\r\nEarth\'s Best Pop Snax\r\nFor the Hain Celestial Group Inc.\r\nBy Smith Design\r\n\r\n\r\nColor Cosmetics\r\nLancome Juicy Tubes Gift Set\r\nFor Lancome\r\nBy Color Optics Inc.\r\n\r\n\r\nHealth and Beauty\r\nBody Drench Quicktan Instant Self Tanner Bronze Lotion\r\nFor American Intl. Industries\r\nBy Viva Healthcare Packaging\r\n\r\n\r\nFragrance\r\nBeyonce Pulse\r\nFor Coty Inc.\r\nBy Curtis Packaging Inc.\r\n\r\n\r\nBRONZE AWARDS\r\n\r\n\r\nFood and Beverage\r\nXXX Shine White Whiskey, Philadelphia Distilling\r\nFor Piramal Glass USA Inc.\r\nBy Piramal Glass USA Inc.\r\n\r\n\r\nPromotional\r\nThe Vanilla Collection\r\nFor Bakto Flavors\r\nBy O.Berk Co.\r\n\r\n\r\nPersonal Care\r\nPampers Kandoo ‘Corner Buddy\' Hand Wash\r\nFor Nehemiah Manufacturing\r\nBy Berlin Packaging\r\n\r\n\r\nHealth and Beauty\r\nEstee Lauder Cooling Eye Illuminator\r\nFor Estee Lauder\r\nBy Albea\r\n\r\n \r\n\r\nFragrance\r\nBurberry Body\r\nFor Burberrry\r\nBy FiberMark\r\n\r\n \r\n\r\nColor Cosmetics\r\nMally Evercolor Endless Eyeshadow\r\nFor Mally Beauty\r\nBy Topline Products\r\n\r\n \r\n\r\nTECHNICAL MERIT AWARDS\r\n\r\n \r\n\r\nFragrance\r\nReb\'l Fleur by Rihanna\r\nFor Parlux Fragrances Inc.\r\nBy SGD North America Inc.\r\n\r\n \r\n\r\nKeith Urban Phoenix Mens Fragrance\r\nFor Mass Retailers\r\nBy Boom! LLC\r\n\r\n \r\n\r\nCalvin Klein Beauty\r\nFor Coty Inc.\r\nBy Curtis Packaging Corp.\r\n\r\n \r\n\r\nSTOCK PACKAGING AWARDS\r\n\r\n \r\n\r\nFragrance\r\nA Dozen Roses\r\nFor 360 Degrees Inc.\r\nBy Standwill Packaging Inc.\r\n\r\n \r\n\r\nHealth and Beauty\r\nSoft Whisper by Powerstick Body Wash\r\nFor A.P. Deauville LLC\r\nBy A.P. Deauville LLC/Berry Plastics\r\n\r\n \r\n\r\nFood and Beverage\r\nSarabeth\'s Preserves Gift Set*\r\nFor SBK Preserves\r\nBy O.Berk Co.\r\n\r\n \r\n\r\nSUSTAINABILITY PACKAGING AWARDS\r\n\r\n \r\n\r\nFragrance\r\nRolled Edge Paperboard Containers\r\nFor MCMC Fragrances\r\nBy Chicago Paper Tube & Can Co.\r\n\r\n \r\n\r\nKD11 Twist\r\nFor Rexam\r\nBy Rexam\r\n\r\n \r\n\r\nOTHER ENTRIES\r\n\r\n \r\n\r\nPersonal Care\r\nDiadermine Lift and Ultime Tube\r\nFor Henkel\r\nBy Neopac\r\n\r\n \r\n\r\nJust in Case Conﬁdential\r\nFor Just in Case Inc.\r\nBy Worldwide Packaging\r\n\r\n \r\n\r\nTokyomilk Dark\r\nFor Tokyomilk\r\nBy Pak Enterprises Inc.\r\n\r\n \r\n\r\n* also received Sustainability Award\r\n\r\n \r\n<a href=\"http://www.packagingdigest.com/article/520116-Standing_out_from_the_pack.php\" target=\"_blank\">http://www.packagingdigest.com/article/520116-Standing_out_from_the_pack.php</a>', 'U by Kotex packaging Distinguishes Itself with Engaging Graphics and Bright Colors', '', 'inherit', 'closed', 'closed', '', '1726-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1726, 'http://cbx.cappendev.com/1726-revision-v1', 0, 'revision', '', 0),
(3119, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>Lemonade stand open Aug. 20 at Broadway and 23rd St., Manhattan</strong>\r\nWhen 826 NYC, a nonprofit organization that fosters creative writing skills, asked children ages 9-12 to dream up the ultimate lemonade stand, the responses were huge. The winning project of  The Great Lemonation Imagination Collaboration was turned into a real lemonade stand complete with free lemonade in Manhattan\'s Flatiron District. The organization\'s members were also required to help run the stand that went up at Broadway and 23rd Street on Wednesday. The free lemonade giveaway begins at 10 a.m. and ends at 6 p.m. Donations for 826 NYC will be accepted.\r\n\r\n<a title=\"Good Day New York\" href=\"http://s3.amazonaws.com/TVEyesMediaCenter/UserContent/91432/3880712.5027/WNYW_08-20-2014_08.44.44.wmv\" target=\"_blank\">Click here to see the footage from Good Day New York</a>.\r\n\r\n<a href=\"http://s3.amazonaws.com/TVEyesMediaCenter/UserContent/104362/3881079.9107/WNYW_08-20-2014_17.35.41.wmv\" target=\"_blank\">Click here to see the footage from New York Minute</a>.', 'Ultimate lemonade stand in Flatiron District', '', 'inherit', 'closed', 'closed', '', '1987-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1987, 'http://cbx.cappendev.com/1987-revision-v1', 0, 'revision', '', 0),
(3120, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>Using sights, sounds and smells to enliven a Manila mall.</strong>\r\nBy Peter Burgoyne\r\n\r\nIf the age of the category killers and cookie-cutter retail lineups flattened the customer experience, our job today is to make it three-dimensional again. As I detailed in an earlier post, this was our strategy in Oct. 2011 after the Philippine conglomerate Store Specialists Inc. (SSI) hired us to design the interior of a luxe mall in Manila.\r\n\r\n<a href=\"http://vmsd.com/content/uncommon-areas\" target=\"_blank\">http://vmsd.com/content/uncommon-areas</a>', 'Uncommon Areas', '', 'inherit', 'closed', 'closed', '', '1862-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1862, 'http://cbx.cappendev.com/1862-revision-v1', 0, 'revision', '', 0),
(3121, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'A leading worldwide supplier of premium branded lubricants and automotive services — announced today the retail launch of its newest innovation, the Easy Pour Bottle. Valvoline™ worked alongside consumers to develop the game-changing design. The brand\'s patent-pending Easy Pour Bottle will make changing oil easier while offering a simplified shopping solution for the automotive Do-It-Yourself (DIY) audience.\r\n[caption id=\"attachment_10841\" align=\"alignnone\" width=\"728\"]<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/10/hytyt.jpg\"><img class=\"size-large wp-image-10841\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/10/hytyt-728x1024.jpg\" alt=\"\" width=\"728\" height=\"1024\" /></a> <em>Valvoline\'s New Easy Pour Bottle</em>[/caption]\r\n\r\n\"Valvoline\'s goal for 151 years has been to use our expertise for the benefit of our customers. Each part of Valvoline\'s Easy Pour Bottle has been engineered with our DIY consumers in mind – reimagined, redesigned, tested and proven to make changing oil easier, faster and cleaner,\" said Heidi Matheys, Valvoline chief marketing officer. \"Our technical team integrated an abundance of consumer field research and feedback, which ultimately resulted in this one unique design.\"\r\n\r\nHighlights of Valvoline\'s new Easy Pour Bottle include:\r\n<ul>\r\n 	<li>Easy Pull Tab™ – Makes opening the bottle clean and simple.</li>\r\n 	<li>Precision Pour Spout™ – Provides accurate pour and clean cut off for a mess-free experience.</li>\r\n 	<li>Anti-Glug Tube™ – Provides a glug-free pour for a faster, cleaner and easier oil change.</li>\r\n 	<li>Resealable Overcap with No-Slip Grip™ – Helps prevent spillage and provides safe storage.</li>\r\n 	<li>Centralized Handle – Makes for a more confident pick up, transport and pour.</li>\r\n</ul>\r\nThe brand is so confident in their newest innovation that they have issued a Satisfaction Guarantee at retailers nationwide, offering a 100-percent money-back promise to encourage DIYers to experience the bottle — and its advantages — for themselves.\r\n\r\nValvoline has partnered with seven-time NASCAR Champion Jimmie Johnson to promote a series of entertaining videos showcasing the ease of use and cleanliness of the new packaging. Videos are now available for viewing at <a href=\"https://team.valvoline.com/easypour\">EasyPour.com</a>. Additional motorsports athletes will participate in the series later this year.\r\n\r\n\"Our Easy Pour Bottle is one of the biggest packaging innovations in the history of Valvoline and was developed with integral feedback from DIYers and auto experts alike,\" said Michelle Allen, director of marketing for Valvoline. \"As we look to the future, we will continue to innovate in every area – from design to products and services – to meet the needs of our customers.\"\r\n\r\nOriginally published by <a href=\"http://www.prnewswire.com/news-releases/valvoline-unveils-cutting-edge-innovation-with-launch-of-easy-pour-packaging-300528369.html\">PR Newswire\r\n</a>Photo courtesy of Valvoline', 'Valvoline Unveils Cutting-Edge Innovation with Launch of Easy Pour Packaging', '', 'inherit', 'closed', 'closed', '', '2298-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2298, 'http://cbx.cappendev.com/2298-revision-v1', 0, 'revision', '', 0),
(3122, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>The London International Awards is claiming an award-show first by announcing the shortlist for its new Verbal Identity category.</strong>\r\n2016 marks the first time the awards has appointed a standalone jury for Verbal Identity (pictured), led by Chris West, founder of Verbal Identity Ltd.\r\n\r\nThe Awards says the introduction of Verbal Identity was a reaction to the ‘What About Naming?’ campaign launched by New York-based brand agency CBX in 2015. As major awards programs continually ignored the role of naming in the brand-building process, CBX believed that more should be done to honour the most creative and successful naming and verbal identity projects.\r\n\r\nWith West, jury members included Rachel Bernard of CBX New York, Sean Doyle of Panic London, Steve Martin of Eat Creative Tokyo, Laurel Sutton, senior strategist and linguist at Catchword Oakland and Ben Zimmer, language columnist at the <em>Wall Street Journal</em>.\r\n\r\nRead the full article in <a href=\"https://www.marketingmag.com.au/news-c/verbal-identity-london-international-awards/\" target=\"_blank\">Marketing Mag</a>\r\nPhoto Courtesy of Marketing Mag', 'Verbal identity on show for first time at London International Awards', '', 'inherit', 'closed', 'closed', '', '2278-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2278, 'http://cbx.cappendev.com/2278-revision-v1', 0, 'revision', '', 0),
(3123, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'MANAGEMENT CHANGES\r\nArchitectural firm MulvannyG2 (Bellevue, Wash.) promoted Brian Fleener to vp of retail stores development. In this position, Fleener will lead the development of the firm’s retail stores market sector and design strategy.\r\n\r\nRead more: <a href=\"http://vmsd.com/content/victoria-s-secret-remodels-miracle-mile-location-and-more-industry-news\" target=\"_blank\">http://vmsd.com/content/victoria-s-secret-remodels-miracle-mile-location-and-more-industry-news </a>', 'Victoria’s Secret Remodels Miracle Mile Location … And More Industry News', '', 'inherit', 'closed', 'closed', '', '1757-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1757, 'http://cbx.cappendev.com/1757-revision-v1', 0, 'revision', '', 0),
(3124, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Packaging speaks volumes about a brand’s worth and appeal. We love a good-looking or smart package, but a pretty face or all brains doesn’t mean much if they aren’t backing up brand goals. The Design Gallery honors packaging that most effectively tells a brand’s story through design and structure to connect with consumers.\r\nA package from each category – Metal, Paperboard, Flexible, Rigid and Glass – will be presented a People’s Choice award on Wednesday, October 15 at 8:30 a.m. at Packaging That Sells in Chicago. Register to attend the show to see the presentation, plus benefit from all speaker sessions and networking!\r\n\r\nThen, stay tuned to see which packages are worthy of the esteemed Design Gallery annual, out in December.\r\n\r\n<strong>How to Vote</strong>\r\nRead the statement about the packages to learn more of the brand’s story\r\nVote for the package you feel best represents the brand and its purpose in reaching customers. Polls are located at the bottom of each category.\r\n\r\n<strong>Naturally Sweetened</strong>\r\n<em>Brand owner: Dr Pepper Snapple Group</em>\r\nNaturally Sweetened spans three brands — 7UP, Dr Pepper, and Canada Dry — and gives consumers  a “better for you” choice in the spectrum of brands they know and love. The new packaging of a slim, sleek can with simple design mirrors the better offering of the product while standing out at shelf. Click <a href=\"http://www.brandpackaging.com/design-gallery-peoples-choice-metal#Vote\" target=\"_blank\">here </a>to vote.\r\n\r\n<a href=\"http://www.brandpackaging.com/design-gallery-peoples-choice-metal#Vote\" target=\"_blank\"><img class=\"alignleft  wp-image-8511\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/Screen-Shot-2014-09-22-at-Monday-September-22-2014-3.26.31-PM.png\" alt=\"Screen Shot 2014-09-22 at Monday, September 22, 2014, 3.26.31 PM\" width=\"691\" height=\"361\" /></a>\r\n\r\n&nbsp;', 'Vote for the People’s Choice Awards 2014', '', 'inherit', 'closed', 'closed', '', '2007-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2007, 'http://cbx.cappendev.com/2007-revision-v1', 0, 'revision', '', 0),
(3125, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>Walgreens Launches Nice!™ Store Brand Chainwide. Designed by CBX\r\n\"Nice!™ features a bold, clean design aimed at being easily recognizable and simplifying the shopping experience.\"\r\n\r\n\"Current store brands including Café W, Deerfield Farms, W and others will be phased out and transitioned to Nice!™. The change is Walgreens latest move in its strategy to build its private brand business, including consolidation of many of the brands in its existing portfolio.\r\n\r\n“The Nice!™ product line compared favorably to respective national brand competitors in consumer testing,” Alkemade said, “and the sleek new packaging garnered rave reviews, which is expected to promote trial of the new products.”\"\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Walgreen-Nice-Macaroni-Cheese.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Walgreen-Nice-Macaroni-Cheese.jpg\" alt=\"\" title=\"Walgreen-Nice-Macaroni-Cheese\" width=\"700\" height=\"1335\" class=\"alignnone size-full wp-image-4931\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Sauce.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Sauce.jpg\" alt=\"\" title=\"Sauce\" width=\"700\" height=\"700\" class=\"alignnone size-full wp-image-4932\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Oat.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Oat.jpg\" alt=\"\" title=\"Oat\" width=\"700\" height=\"980\" class=\"alignnone size-full wp-image-4933\" /></a>\r\n\r\n<a href=\"http://www.thedieline.com/blog/2011/8/31/walgreens-nice.html\" target=\"_blank\">http://www.thedieline.com/blog/2011/8/31/walgreens-nice.html</a>', 'Walgreen\'s Nice!', '', 'inherit', 'closed', 'closed', '', '1739-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1739, 'http://cbx.cappendev.com/1739-revision-v1', 0, 'revision', '', 0),
(3126, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>DALLAS — Getting company-wide input — from marketing to merchandising to category managers — is key to private-label success, said Laura Sturdevant, director of product development for private brands at Walgreens, Deerfield, Ill.\r\n“Get employees involved,” she said last week at the Private Brands Summit at FMI2012 here.\r\n\r\n During the development process, retailers should let employees at all levels experiment with ingredients, flavors and textures, and suggest recipes for new products, she said.\r\n“It’s important to let them own the brand, because then they will get excited about it,” she said.\r\n\r\nSturdevant was part of a panel discussion called “Building Strong Retail Brands Through Multi-Faceted Collaboration.” Other panelists were George Miketa, executive vice president, sales, Snacks Holding Co.; and Todd Maute, a partner at CBX, a branding firm.\r\n\r\nPartnering with a design agency will add to the private-brand appeal, Sturdevant said.\r\n\r\n“Design agencies can provide ownable design solutions so that retailers can be different on the shelf,” she said.\r\n\r\nMore Snacking Creates New Meal Occasion\r\n<hr>                       </hr>\r\nOnce launched, private brands need strong marketing support involving not only traditional advertising, but also new tactics like social media, mobile coupons and QR codes, Sturdevant added.\r\n\r\n“There are so many different ways to market to consumers, even compared to just five years ago,” she said. “If retailers adapt to that, they’ll capture new consumers.”\r\n\r\nThe process doesn’t end once the product is on the shelf. Retailers need to measure the product’s sales and profits continually, Sturdevant said.\r\n\r\n“You need to find out if you delivered what you planned to deliver,” she said.\r\n\r\nTo accomplish this, it’s worthwhile to invest in qualitative and quantitative analysis to determine if changes need to be made.\r\n\r\n“It’s better to find out early on in the process, rather than find out two years down the road that it didn’t work,” she noted.\r\n\r\nBy making such an investment, companies will get bigger, faster returns, she said.\r\n\r\nWalgreens should know. The drug store chain is on target to double its private-label sales, which currently stand at $4 billion, over the next five to seven years.\r\n\r\nPart of the way it’s doing so is by consolidating its program from some 75 brands down to just a few core lines.\r\n\r\nAt the same time, the retailer is developing new brands. One of the biggest is “Nice!” a 300-item line of grocery and household products at prices up to 30% below other national brands.\r\n\r\n\r\n<a href=\"http://supermarketnews.com/2012-fmi/walgreens-executive-shares-corporate-brand-tips\" target=\"_blank\">http://supermarketnews.com/2012-fmi/walgreens-executive-shares-corporate-brand-tips</a>', 'Walgreens Executive Shares Corporate-Brand Tips', '', 'inherit', 'closed', 'closed', '', '1680-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1680, 'http://cbx.cappendev.com/1680-revision-v1', 0, 'revision', '', 0),
(3127, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Deerfield, Illinois based drugstore Walgreens announced the launch of Happy And Healthy, Your Guide To Living Well With Walgreens, which debuts on Sunday, November 4. The magazine will be issued bi-annually, and the première edition is holiday-themed and includes entertaining and gift ideas, as well as Taylor Swift on the cover. The high-quality, glossy, 28-page magazine will be available in English and Spanish. In NYC the magazine replaces the popular Duane Reader, but I have to say it lacks the personality, relevance and sense of humor of the Duane Reader.<br/>\r\nThe magazine delivers content, such as healthy living tips, relevant offers and Balance Rewards loyalty program promotions to its readers. It also provides a unique way to highlight Walgreens private brands. This issue includes a two-page spread on their newest Private Brand “Ology” the brand was created by the NYC based branding agency CBX. The new line of healthy household products combines the best of green, organic and natural with a modern text based visual language that rethinks the cliched traditional category focused language of green.\r\n<br/>\r\n“We are thrilled to bring Happy and Healthy magazine to our customers, and we look forward to providing them with relevant information and articles to help them get, stay and live well,” said Joe Magnacca, president of daily living products and solutions for Walgreens. “Walgreens is constantly innovating and Happy and Healthy is a great way to keep our customers informed of our latest Private Brand offerings.”\r\n<br/>\r\nSome highlights from the Fall/Winter edition include:\r\n<br/>\r\n• Dr. Oz Healthy Holiday Travel Tips\r\n• Ask Your Pharmacist – Answers For Cough/Cold/Flu season\r\n• Diabetes Management Including Paula Deen’s Cooking Tips\r\n• Introducing their newest Private Brand Ology\r\n• Taylor Swift’s Perfect Christmas\r\n• Stocking Stuffers, Holiday Gifts and Entertaining Essentials\r\n• Beauty Advice Including An Interview With Halle Berry\r\n<br/>\r\nHappy And Healthy, Your Guide To Living Well With Walgreens will be inserted into millions of Sunday newspapers and also available in-stores nationwide. An electronic version of the publication can be viewed online at Walgreens.com, and the total circulation is expected to be approximately 65 million.\r\n<br/>\r\n<a href=\"http://mypbrand.com/2012/11/01/walgreens-launches-new-private-brand-new-magazine/\" target=\"_blank\">http://mypbrand.com/2012/11/01/walgreens-launches-new-private-brand-new-magazine/</a>\r\n', 'Walgreens Launches New Private Brand & New Magazine', '', 'inherit', 'closed', 'closed', '', '1785-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1785, 'http://cbx.cappendev.com/1785-revision-v1', 0, 'revision', '', 0),
(3128, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nThe other day I was driving in my car, gas gauge edging toward empty, when I realized that the only station available to me was one owned by BP. My heart sank; how could I possibly patronize the oil giant in the midst of the relentless Gulf of Mexico oil spill? So I decided to drive past the BP station in the hope that I would find another station before running out of gas. Fortunately I did, and I filled my tank -- and satisfied my conscience -- with the knowledge that I wouldn\'t have to go against my values.\r\n\r\nI have a tendency to hold grudges against wrongdoing companies, and my BP experience got me thinking about other companies that have provoked grudges in consumers over the years. Perhaps the most obvious example of this behavior comes in the form of automobile purchases. A Jewish friend still refuses to buy a Mercedes-Benz, due to the fact that the German company was rumored to use imprisoned Jews for labor during World War II; similarly, there are Americans who will not buy Japanese cars due to Pearl Harbor.\r\n\r\nAnd Toyota\'s recent recalls over accelerator pedal problems has cost its brand image dearly; it has fallen like a rock in the eyes of consumers, plunging from sixth place in the 2009 J.D. Power & Associates Quality Study all the way down to 21st (out of 33 brands). (According to The New York Times, every major automotive company with the exception of Toyota reported increases in car sales of at least 17.5% in May; Toyota\'s was a paltry 6.7%.)\r\n\r\nOf course, grudges are not limited to the automotive industry. Many people refused to shop at Wal-Mart after its \"cameo\" in \"Bowling for Columbine,\" which exposed the fact that one of the Columbine killers used his father\'s gun, purchased at Wal-Mart, to claim innocent children\'s lives.\r\n\r\nAnother popular company, Nike, fell out of favor with the public in the 1990s when it was exposed for using child labor in its Southeast Asian factories and for mistreatment of female workers.\r\n\r\nAnd most recently, McNeil Consumer Healthcare\'s voluntary recall of children\'s and infants\' liquid products (including Tylenol, Advil and Motrin) has incurred the wrath of millions of parents across the country; nearly two months later, it has yet to start reproducing these products, forcing parents to resort to using generic drugstore brands (although it was rumored that even these were made in the McNeil factories).\r\n\r\nThe bad news for wrongdoing companies is that since grudge-holding is so personal, it\'s extremely difficult to change the minds of those who have turned against you. The good news is, as with grudges in relationships, there is often a statute of limitations; for example, Nike\'s problems in the Nineties are no longer severely impacting sales the way they once did.\r\n\r\nHowever, for those unwilling to wait it out (especially since there is no guarantee that people will forgive and forget), I suggest that brands be proactive in acknowledging mistakes and winning back the hearts and minds of consumers. Here are a few suggestions:\r\n\r\n1. Have a consistent and constant focus on building up goodwill and brand equity so that people will find it easier to forgive and forget when things go wrong (if not just simply give you the benefit of the doubt).\r\n\r\n2. Fix mistakes quickly and assertively. Don\'t wait for people to show up with picket signs in front of your stores. Over-correcting a problem will let consumers know that you care about them; for example, Toyota has expanded and extended its offers such as no-interest financing to win customers back.\r\n\r\n3. Take control of your story instead of letting the media, consumer advocacy groups or your competitors do it for you. We have seen how poor judgment in this regard has only further hurt BP, so be sure to use advertising, marketing and public relations dollars wisely and effectively.\r\n\r\nOf course, the most obvious piece of advice I can offer is this: Don\'t commit the crimes in the first place! Unfortunately, for many of the brands referenced above, it\'s too late for that -- but it\'s probably not too late to do a little damage control and make matters a teeny bit better for their brands. I suppose only time will tell if the public is willing to forgive and forget...but for now, I\'ll be getting my gas elsewhere, thank you very much.</p>\r\n\r\n\r\n<a href=\"http://www.mediapost.com/publications/article/132339/\" target=\"_blank\">http://www.mediapost.com/publications/article/132339/\r\n</a>', 'Watch Out: Someone\'s Got A Grudge', '', 'inherit', 'closed', 'closed', '', '1562-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1562, 'http://cbx.cappendev.com/1562-revision-v1', 0, 'revision', '', 0),
(3129, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Wawa is one of the US market\'s leading convenience store retailers. This exclusive Retailvision film introduces viewers to its highly successful new large store format in Florida, featuring interviews with customers and Wawa\'s Director of Operations in Florida.\r\nWatch the full video: <a href=\"http://www.youtube.com/watch?v=IPE_xyABACk\" target=\"_blank\">www.youtube.com/watch?v=IPE_xyABACk</a>', 'Wawa', '', 'inherit', 'closed', 'closed', '', '1928-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1928, 'http://cbx.cappendev.com/1928-revision-v1', 0, 'revision', '', 0);
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(3130, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>The WaWa chain of convenience retail stores is heading for the Sunshine State, and digital signage is helping to pave the way.\r\nAccording to an announcement from New York City-based CBX, the first of the Wawa, Pa.-based fuel and convenience store operator\'s new locations in the Florida market opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks. CBX, a creative agency specializing in retail design and operations, designed the new store prototype for the move into Florida, featuring digital signage.\r\n\r\nInside the store, customers will immediately see a red-tiled wall placed front and center, highlighting the center island kitchen, where fresh hoagie rolls will be baked daily. The food preparation area also incorporates a full-service specialty beverage section, where customers can order 20-plus varieties of hot drinks, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based The Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way, said CBX Retail Division President Joseph Bona.\r\n\r\n\"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" Bona said in the announcement.</p>\r\n\r\n<a href=\"http://www.digitalsignagetoday.com/article/197703/WaWa-c-stores-driving-digital-signage-to-Florida\" target=\"_blank\">http://www.digitalsignagetoday.com/article/197703/WaWa-c-stores-driving-digital-signage-to-Florida\r\n</a>', 'WaWa c-stores driving digital signage to Florida', '', 'inherit', 'closed', 'closed', '', '1670-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1670, 'http://cbx.cappendev.com/1670-revision-v1', 0, 'revision', '', 0),
(3131, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. & CADIZ, Ky. -- Two major convenience chains have celebrated expansion into new states. Wawa Inc. has opened the second and third of its first five stores in five weeks slated for the Greater Orlando area in central Florida. And Casey\'s General Stores Inc. has opened its first store in Kentucky.\r\nDuring this grand opening events, local officials, heroes and community members joined Wawa for ribbon-cutting ceremonies, sampling of Wawa products and a charitable hoagie building competitions featuring the Orange County Sheriff\'s Department and the Orange County Fire & Rescue and the Osceola County Sheriff\'s Department and the Osceola County Fire EMS, respectively, where the stores are located.\r\n\r\nThe grand opening events also continue to fuel Wawa\'s partnership with the Second Harvest Food Bank of Central Florida. It has committed to donating a portion of hoagie sales for the stores (up to $5,000 per store) to the organization, with a goal to raise and donate $25,000 in five weeks time, and help fight hunger in the Orlando community.\r\n\r\nThe fourth store is scheduled to open on August 8 and the fifth store on August 15.\r\n\r\nClick here for CSP Daily News and CSPTV coverage of Wawa\'s Florida debut. And click here for an updated Wawa Florida photo gallery.\r\n\r\n\"We are thrilled to continue to open our doors in the Greater Orlando area and share this momentous occasion with our Orange County friends and neighbors, welcoming them to enjoy our unique brand of appetizing convenience. With each of our five grand openings we look forward to helping make our goal of supporting the Second Harvest Food Bank in a meaningful way a reality, and perpetuating our commitment to support local causes and people in the communities we serve,\" said Howard Stoeckel, Wawa\'s CEO, at the opening of the second store on July 25.\r\n\r\n\"It\'s been a thrilling three weeks, and we couldn\'t be happier that our unique brand of appetizing convenience has caught on so quickly with our new Central Florida friends and neighbors,\" said Chris Gheysens, Wawa\'s president, at the opening of the third store on August 1.\r\n\r\nThe new Florida stores will feature Wawa\'s newest design prototype, developed by CBX, including 4,600 square feet of retail space and additional gasoline facility, as well as new in-store graphics, colors, restroom design and merchandising features.\r\n\r\nThe store features Wawa\'s new bakeoff kitchen area where fresh hoagie rolls will be baked daily; a full-service specialty beverage area where, via touchscreens, customers can order 20 handmade varieties of hot beverages, espressos, Chai teas and lattes and more than 20 varieties of smoothies and frozen beverages; dedicated chec-out lanes; and large expanded windows providing a clear view inside of the new design.\r\n\r\nEach store will offer Floridians numerous Wawa fan-favorites, including award-winning Wawa coffee (195 million cups sold annually); the Sizzli?, Wawa\'s hot breakfast sandwiches; Wawa\'s bakery items; and Wawa\'s built-to-order hoagies (70 million sold annually) and Wawa brand teas and juices.\r\n\r\nWawa will open six stores in Orlando in 2012 and begin to open its first stores in Tampa in 2013. Throughout the Orlando / Tampa markets, Wawa plans to open 20 stores in 2013, 25 stores in 2014 and 25 stores in 2015 and projects they will open 100 stores in the Orlando and Tampa markets within the next five years.\r\n\r\nThe new stores will each employ nearly 35 associates, all of which are new positions brought to the area through the development of the stores.\r\n\r\nWawa, based in Wawa, Pa., has more than 595 convenience retail stores, 300 offering gasoline, located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and Florida.\r\n\r\n<strong>Casey\'s Dozen</strong>\r\n\r\nMeanwhile, Casey\'s Cadiz, Ky., store represents the entry into the 12th state in which the Ankeny, Iowa-based company operates.\r\n\r\nThe company posted on Facebook and tweeted the grand opening Thursday morning.\r\n\r\n\"We are excited about continuing the development of our store expansion into other states,\" Robert Myers, president and CEO said in March when the expansion was announced. \"We plan to open our store in Cadiz later this summer, with additional sites in Paducah and Henderson to be built later in the year. We believe there are many communities in this state that fit perfectly with our business model.\"\r\n\r\nIn April, Casey\'s also announced that it would be entering its 13th state with the opening of a store in Dyersburg, Tenn.\r\n\r\n\"We believe the state of Tennessee provides an excellent opportunity for Casey\'s,\" said Myers at that time. \"We plan to open our store in Dyersburg in October. The community is a perfect fit for our business model, particularly our foodservice program that offers made-from-scratch pizza, homemade donuts and our new made-to-order sub sandwiches.\"\r\n\r\nCasey\'s entered Arkansas, its 11th state, in April 2011, with the opening of a store in Belle Vista. It is also eyeing the state of Michigan.\r\n\r\nThe chain operates a total of approximately 1,700 locations.\r\n\r\n(See Related Content below for previous CSP Daily News coverage of Casey\'s expansion.)\r\n\r\n<a href=\"http://www.cspnet.com/news/corporate/articles/wawa-continues-opening-first-five-florida\" target=\"_blank\">http://www.cspnet.com/news/corporate/articles/wawa-continues-opening-first-five-florida</a>', 'Wawa Continues Opening \'First Five\' in Florida', '', 'inherit', 'closed', 'closed', '', '1665-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1665, 'http://cbx.cappendev.com/1665-revision-v1', 0, 'revision', '', 0),
(3132, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>Media, Pa.-based Wawa Inc. has entered the Florida market. The first of five stores planned for the Orlando area has opened across the street from Sea World at the intersection of Central Florida Parkway and International Drive. The new 4,600-sq.-ft. store features a new prototypical design by New York-based CBX. The new prototype is characterized by a spacious open layout, with high ceilings and abundant natural light. The design also boasts a vibrant, red-tiled wall highlighting the center island kitchen and a touch-screen ordering system, with a series of screens positioned at the food area counters. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic South and Central Florida buildings. The four remaining stores planned for the Orlando area are scheduled to open over the next five weeks.</p>\r\n<a href=\"http://www.ddionline.com/displayanddesignideas/industry-news/Wawa-Debuts-in-Flori-7299.shtml\" target=\"_blank\">http://www.ddionline.com/displayanddesignideas/industry-news/Wawa-Debuts-in-Flori-7299.shtml \r\n</a>', 'Wawa Debuts in Florida', '', 'inherit', 'closed', 'closed', '', '1669-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1669, 'http://cbx.cappendev.com/1669-revision-v1', 0, 'revision', '', 0),
(3133, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><strong>\'Uniquely Floridian\' Design Debuts in Orlando; Additional Stores to Follow</strong>\r\nORLANDO, FL, Jul 19, 2012 (MARKETWIRE via COMTEX) -- New York City-based CBX has designed a fresh, new prototypical store for Wawa, Inc.\'s entry into the Florida market. The first of the Wawa, Pa.-based fuel and convenience store operator\'s new locations in the Sunshine State opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks.\r\n\r\nLocated at the intersection of Central Florida Parkway and International Drive, Wawa\'s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said veteran c-store designer Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar \"winged\" gas canopy, the welcoming centrally located entry portal, ample up-front parking and the chain\'s familiar Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\nOnce inside, customers will immediately notice the vibrant red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nOverall, Wawa\'s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona noted.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way. \"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" Bona explained.\r\n\r\n\"We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetizing convenience for Floridians,\" said Chris Gheysens, Wawa President.\r\n\r\nWawa CEO Howard Stoeckel added: \"Since the opening of our first convenience store in 1964, every member of our team has dedicated themselves to living our values and to being a great neighbor and corporate citizen. We look forward to fostering new relationships in Florida and simplifying the lives of our customers.\"\r\n\r\nThe new ground-up construction stores will serve as the prototypical design for Wawa\'s wave of new stores planned for the Central Florida market.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.\r\n\r\nAbout Wawa, Inc.\r\n\r\nWawa, Inc., a privately held company, began in 1803 as an iron foundry in New Jersey. Toward the end of the 19th Century, owner George Wood took an interest in dairy farming and the family began a small processing plant in Wawa, Pa, in 1902. The milk business was a huge success, due to its quality, cleanliness and \"certified\" process. As home delivery of milk declined in the early 1960s, Grahame Wood, George\'s grandson, opened the first Wawa Food Market in 1964 as an outlet for dairy products. Today, Wawa is your all day, everyday stop for fresh, built-to-order foods, beverages, coffee, fuel services, and surcharge-free ATMs. A chain of more than 595 convenience retail stores (300 offering gasoline), Wawa stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and by summer of 2012, Central Florida. The stores offer a large fresh food service selection, including Wawa brands such as built-to-order hoagies, freshly-brewed coffee, hot breakfast sandwiches, built-to-order Specialty Beverages, and an assortment of soups, sides and snacks.</p>\r\n\r\n<a href=\"http://www.marketwatch.com/story/wawa-enters-florida-market-with-stores-designed-by-cbx-2012-07-19\" target=\"_blank\">http://www.marketwatch.com/story/wawa-enters-florida-market-with-stores-designed-by-cbx-2012-07-19</a>', 'Wawa Enters Florida Market With Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1671-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1671, 'http://cbx.cappendev.com/1671-revision-v1', 0, 'revision', '', 0),
(3134, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. (7/19/2012) —New York City-based CBX has designed a fresh, new prototypical store for Wawa, Inc.’s entry into the Florida market. The first of the Wawa, Pa.-based fuel and convenience store operator’s new locations in the Sunshine State opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks.\r\n             Located at the intersection of Central Florida Parkway and International Drive, Wawa’s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n             “While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,” said veteran c-store designer Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar “winged” gas canopy, the welcoming centrally located entry portal, ample up-front parking and the chain’s familiar Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\n             Once inside, customers will immediately notice the vibrant red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.  Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch screen system, with a series of screens prominently positioned at the kitchen/specialty  beverage area’s counters. \r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a “sense of place,” Bona said.  \r\n \r\nOverall, Wawa’s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store’s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona noted. \r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa’s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store’s food and beverage offerings in a fun and appetizing way. “Digital signage and menu displays that allow for better time of day communication of various items will , help introduce Wawa’s unique offer to this new audience.” Bona explained. \r\n\r\n              “We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetizing convenience for Floridians,” said Chris Gheysens, Wawa President. Wawa CEO Howard Stoeckel added: “Since the opening of our first convenience store in 1964, every member of our team has dedicated themselves to living our values and to being a great neighbor and corporate citizen. We look forward to fostering new relationships in Florida and simplifying the lives of our customers.”\r\n\r\n              The new ground-up construction stores will serve as the prototypical design for Wawa’s wave of new stores planned for the Central Florida market.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.   \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/11/daytime-view.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/11/daytime-view.jpg\" alt=\"\" title=\"daytime view\" width=\"632\" height=\"256\" class=\"alignnone size-full wp-image-5241\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/07/11_1803-BIRDS-EYE-VIEW_option11.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/07/11_1803-BIRDS-EYE-VIEW_option11-1024x524.jpg\" alt=\"\" title=\"11_1803 BIRDS EYE VIEW_option1\" width=\"1024\" height=\"524\" class=\"alignnone size-large wp-image-5243\" /></a>\r\n             \r\nAbout Wawa, Inc. \r\n\r\nWawa, Inc., a privately held company, began in 1803 as an iron foundry in New Jersey. Toward the end of the 19th Century, owner George Wood took an interest in dairy farming and the family began a small processing plant in Wawa, Pa, in 1902. The milk business was a huge success, due to its quality, cleanliness and “certified” process. As home delivery of milk declined in the early 1960’s, Grahame Wood, George’s grandson, opened the first Wawa Food Market in 1964 as an outlet for dairy products. Today, Wawa is your all day, everyday stop for fresh, built-to-order foods, beverages, coffee, fuel services, and surcharge-free ATM\'s. A chain of more than 595 convenience retail stores (300 offering gasoline), Wawa stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and by summer of 2012, Central Florida. The stores offer a large fresh food service selection, including Wawa brands such as built-to-order hoagies, freshly-brewed coffee, hot breakfast sandwiches, built-to-order Specialty Beverages, and an assortment of soups, sides and snacks.\r\n\r\n\r\nAbout CBX\r\n   	\r\nCBX, www.cbx.com, is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research, and motion branding. The award-winning company maintains offices in New York City, Minneapolis and San Francisco in the U.S., and in Seoul, South Korea. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing, and consumer research. \r\n', 'Wawa Enters Florida Market With Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1771-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1771, 'http://cbx.cappendev.com/1771-revision-v1', 0, 'revision', '', 0),
(3135, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>Orlando, Fla. -- Convenience-store operator WaWa has entered the Florida market, opening a store across from Sea World in Orlando. Four additional units are scheduled to open in the Orlando market during the next four five weeks.\r\nDesigned by New York City-based CBX with the help of local architects and engineers Cuhaci & Peterson, Wawa’s new 4,600-sq.-ft. Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. The new ground-up store will serve as the prototypical design for Wawa’s wave of new stores planned for the Central Florida market.\r\n\r\nExterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nThe new location features WaWa’s familiar “winged” gas canopy, a centrally located entry portal, ample up-front parking and the chain’s signature Canada Goose logo. The new Florida prototype also features expansive windows that provide a clear view to the new interior design.\r\n\r\n“While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,” said Joseph Bona, CBX retail division president.\r\n\r\nThe store has a spacious open layout, with high ceilings and abundant natural lighting. The interior boasts a vibrant red-tiled wall placed front and center highlighting the new center island kitchen. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.\r\n\r\nGuests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch-screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states.</p>\r\n\r\n<a href=\"http://www.chainstoreage.com/article/wawa-makes-florida-debut-new-prototype?utm_source=GoogleNews&utm_medium=Syndication&utm_campaign=ManualSitemap\" target=\"_blank\">http://www.chainstoreage.com/article/wawa-makes-florida-debut-new-prototype?utm_source=GoogleNews&utm_medium=Syndication&utm_campaign=ManualSitemap</a>', 'WaWa makes Florida debut with new prototype', '', 'inherit', 'closed', 'closed', '', '1672-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1672, 'http://cbx.cappendev.com/1672-revision-v1', 0, 'revision', '', 0),
(3136, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'The seventh of the Pennsylvania-based fuel and convenience store operator’s locations in the sunshine state, opened on Monday (7 January 2013), with 25 more scheduled to open in the Orlando/Tampa area in 2013.\r\nLike the six sunshine state locations that opened last year, Wawa’s latest store in Apopka features a design intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nOnce inside, customers will immediately notice the vibrant red-tiled wall placed front and centre highlighting the new centre island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order more than 20 custom-made varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a sense of place. Overall, Wawa’s new prototype is characterised by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space.\r\n\r\nNew York City-based CBX worked with Wawa to create the fresh, new prototype store. CBX created a new colour and materials palette emphasising natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store’s warm and welcoming aura while complementing the look and feel of the sunshine state.\r\n\r\n“We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetising convenience for Floridians,” said Chris Gheysens, Wawa President.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.\r\n\r\nCBX: provided design expertise for Wawa\'s Florida market entrance.\r\n\r\n<a href=\"http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201301&amp;this_page=8\" target=\"_blank\">http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201301&amp;this_page=8</a>', 'WAWA opens latest prototype in Apoka, FL', '', 'inherit', 'closed', 'closed', '', '1794-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1794, 'http://cbx.cappendev.com/1794-revision-v1', 0, 'revision', '', 0),
(3137, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'East Coast-based convenience store operator WaWa is expanding through the state of Florida with a new prototype designed to reflect the language and style associated with Floridian vernacular architecture.     \nOn the exterior, pastel colors, clapboard siding, pitched roofs and front porches reference historic south and central Florida building types. At the same time, travelers from the Mid-Atlantic states will find the chain’s familiar “winged” gas canopy, the welcoming centrally located entry portal and familiar Canada Goose logo\n   \nA spacious open layout, with high ceilings and abundant natural lighting, gives the interior an inviting, modern feel. Digital signage is used to highlight the store’s food and beverage offerings in a fun, appetizing way\n \nA vibrant red-tiled wall placed front and center highlights the new center island kitchen. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch-screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\n\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers to create a sense of place.\n\nWith more than 600 stores in Pennsylvania, New Jersey, Delaware, Maryland and Virginia, Wawa has rolled out 25 stores in Florida since entering the state in July 2012.\n\nDesign: CBX, New York City\n\nRead more: <a href=\"http://chainstoreage.com/article/wawa-various-locations-florida\" target=\"_blank\">http://chainstoreage.com/article/wawa-various-locations-florida</a>', 'WaWa, various locations in Florida', '', 'inherit', 'closed', 'closed', '', '1874-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1874, 'http://cbx.cappendev.com/1874-revision-v1', 0, 'revision', '', 0),
(3138, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. -- Retail design agency CBX has designed a fresh, new prototypical convenience store for Wawa Inc.\'s entry into the Florida market. The first Wawa store in the Sunshine State opened July 18 in the Orlando area, with four more scheduled to open over the next five weeks.\r\n(See Related Content below for previous CSP Daily News coverage.)\r\n\r\nWawa\'s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture, according to CBX. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar \"winged\" gas canopy, the welcoming centrally located entry portal, ample upfront parking and the chain\'s familiar Canada Goose logo. The new Florida prototype, designed with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\nOnce inside, customers will notice the red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order more than 20 handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.\r\n\r\nGuests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system (recently highlighted by GOP presidential candidate Mitt Romney; click here for previous coverage), with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nOverall, Wawa\'s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving and copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona said.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way. \"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" said Bona.\r\n\r\nThe new ground-up construction stores will serve as the prototypical design for Wawa\'s wave of new stores planned for the Central Florida market.\r\n\r\nNew York City-based CBX is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research and motion branding. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing and consumer research.\r\n\r\nWawa currently operates approximately 600 stores in five Mid-Atlantic states, more than 300 of which offer fuel. The Wawa, Pa.-based chain is known for its coffee, hoagies, surcharge-free ATMs and more. Stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and now Florida.\r\n\r\n<a href=\"http://www.cspnet.com/news/services/articles/wawas-floridian-vernacular\" target=\"_blank\">http://www.cspnet.com/news/services/articles/wawas-floridian-vernacular</a>', 'Wawa\'s \'Floridian Vernacular\'', '', 'inherit', 'closed', 'closed', '', '1673-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1673, 'http://cbx.cappendev.com/1673-revision-v1', 0, 'revision', '', 0),
(3139, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. -- When planning its move into Florida, Wawa Inc. turned to New York City-based CBX to design a new prototype store specifically for the Sunshine State. The public got a look at the first of those stores during yesterday’s grand opening in Orlando.\r\nThe first Wawa in Florida, located on Central Florida Parkway across from SeaWorld Orlando, measures 4,600 square feet and is intended to reflect the language and style associated with Floridian vernacular architecture, according to the design company. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nThe new ground-up convenience storereflects the prototypical design for Wawa\'s wave of stores planned for the central Florida market. Four more Orlando stores are slated to open over the next four weeks, as CSNews Online previously reported.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said convenience store designer Joseph Bona, CBX’s retail division president.\r\n\r\nCustomers familiar with Wawa locations in its other five markets -- Pennsylvania, New Jersey, Delaware, Maryland and Virginia – will still recognize the \"winged\" gas canopy, centrally located entry portal, ample up-front parking and the chain\'s Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, features expansive windows that provide a clear view to the interior design.\r\n\r\nThe interior features red-tiled walls highlighting the center kitchen island. The counter area is adjoined to coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nIn addition, CBX created a color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura, while complementing the look and feel of the Sunshine State, he added.\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-wawa_s_sunshine_state_stores_designed_by_cbx-61544.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-wawa_s_sunshine_state_stores_designed_by_cbx-61544.html\r\n</a>', 'Wawa\'s Sunshine State Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1668-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1668, 'http://cbx.cappendev.com/1668-revision-v1', 0, 'revision', '', 0),
(3140, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nIn case you haven\'t heard, Will and Kate (Duke and Duchess of Cambridge to you and me) are coming to America this week, to California to be exact. Their trip itinerary seems to be set, but we thought that we, as an American branding agency, would offer them our list of, er, quintessential American brands that will give them a rather uniquely American experience. We\'re hoping they take time out of their busy, expected and likely boring schedule to check out at least one of our more appealing options.\r\n\r\n<strong>Disneyland</strong>\r\nPeople magazine will be paying big bucks for a shot of Wills and Kate riding Space Mountain, their hands thrown up in exhilaration ... and posing with Mickey and Minnie ... and looking for buried treasure (not like they need it) at Pirates of the Caribbean. This iconic park is a must for any visitor to L.A. -- and a visit here means that, from that point forward, when people ask them, \"Do you Disney?\" (to quote a recent New York Times magazine article), they\'ll answer, \"Yes, we do!\"\r\n\r\n<strong>Coffee Bean and Tea Leaf</strong> \r\nThe average American may not be familiar with this brand, but for Californians, this coffee chain is bigger than Starbucks. Sure, the Brits may miss their high tea, but while they\'re in America, they\'ll need to indulge in the coffee fix of the celebs. (We recommend a Vanilla Iced Blended.)\r\n\r\n<strong>L.A. Dodgers</strong>\r\nWhat could possibly be more all-American than experiencing our great national pastime, baseball? Kate may be bored to tears by a night game at Dodgers Stadium, but Will will likely be cheering from the stands, enjoying a brewski and chowing down on a hot dog. Hopefully the newlyweds will turn a blind eye to the fact that the team\'s owner, who is embroiled in a messy divorce, has driven this incredibly strong brand into bankruptcy.\r\n\r\n<strong>Dash</strong>\r\nThe Kardashians are an American phenomenon, so is it any wonder that they\'ve ventured into fashion (like the Olsen twins and Jessica Simpson before them)? High Street shopper Kate will likely want to hit this L.A. boutique -- the latest extension of the Kardashian brand -- but she should be warned: It\'s in \"the Valley\" (insert gasp here).\r\n\r\n<strong>VitaCoco Coconut Water</strong>\r\nSay goodbye, Evian, and \"hola\" to VitaCoco! A secret of South American countries for years, coconut water is the new American craze, and there\'s no better way for the Duke and Duchess to stay hydrated during their hot July visit than with this electrolyte-packed drink. After all, there\'s a good reason why it has become one of the fastest-growing lifestyle beverages in North America -- and did you know that former Brit Madonna is an investor?\r\n\r\n<strong>LA Ink</strong> \r\nSure, it might piss off the Queen, but we think that\'s precisely why Wills and Kate need to visit Kat Von D\'s \"LA Ink\" tattoo shop, High Voltage, during their visit. (Plus they can get a taste of our American fixation with reality TV ... not like they didn\'t start all that across the pond). We\'re envisioning matching \"Cambridge\" tats -- for Will\'s on his bicep and for Kate on her bum.\r\n\r\n<strong>Sports Club LA</strong>\r\nThere\'s going to be a lot of eating and drinking during the royal visit, so the fitness-loving Duke and Duchess may want to hit L.A.\'s best, and most famous, athletic club to burn some calories. This chain is so popular, it has outposts in New York, D.C., Boston, San Francisco and Miami ... and we\'re guessing Wills and Kate will have an unlimited pass for future U.S. visits.\r\n\r\n<strong>In-N-Out Burger</strong>\r\nThe secret menu at In-N-Out Burger is part of the allure of this iconic Southern California burger chain, but we have a feeling Will and Kate won\'t have trouble finding someone behind the counter to tip them off. We envision the Duchess getting hers \"Protein Style\" (burger wrapped in lettuce, no bun) while the Duke -- whose weight and style choices are not being watched nearly as closely as those of his svelte wife -- might opt for \"Double Meat\" (two beef patties, lettuce, tomato, spread, with or without onions, on a freshly baked bun).\r\n\r\n<strong>Toms Shoes</strong> \r\nHumanitarian Wills will want to drop by the new West Hollywood store of cult brand TOMS, which gives a pair of new shoes to a child in need for every pair of shoes sold. Goodness knows, Wills can afford a lot of shoes. This might be a perfect place to pick up a souvenir for brother Harry, who shares Will\'s philanthropic spirit and errs on the hipper side.\r\n\r\n<strong>Windsor, Calif.</strong> \r\nOkay, so it\'s not a brand or a landmark, but Windsor, California, might be a logical last stop for Kate and Wills, given that it bears the same name as their family and all ... plus its Napa location makes it a great place to unwind with a few glasses of wine. Perhaps they\'ll rent a car (we\'re envisioning an eco-friendly Ford Fusion) in L.A. and drive down the Pacific Coast Highway? We can\'t think of a more romantic trip ending for the world\'s favorite newlyweds.</P>\r\n\r\n\r\n\r\n<a href=\"http://www.storebrandsdecisions.com/news/2011/08/16/how-to-develop-a-private-label-expression-aligned-with-retail-brand-strategy\" target=\"_blank\">Read more: http://www.mediapost.com/publications/article/153520/#ixzz271c7yNB9</a>', 'Welcome to the United Brands of America', '', 'inherit', 'closed', 'closed', '', '1550-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1550, 'http://cbx.cappendev.com/1550-revision-v1', 0, 'revision', '', 0),
(3141, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<iframe src=\"//www.wnyc.org/widgets/ondemand_player/wnyc/#file=%2Faudio%2Fxspf%2F433824%2F\" width=\"600\" height=\"130\" frameborder=\"0\" scrolling=\"no\"></iframe>\r\nNot so long ago, ads for pads and tampons showed images of women in gauzy garments, doing yoga on the beach. Manufacturers left it to moms and big sisters to give young women \"the talk.\"\r\n\r\nToday, these brands speak to girls directly:\r\n\r\nAlways’ “#LikeAGirl” ad, featuring young women, ran in the last superbowl. “First Moon Party”, a humorous take on a girl’s wish to get her first period, got over 30 million views since it went up on YouTube last year.\r\n\r\n“It’s not surprising that it could be turned into something funny because it’s already something that I’m comfortable with,” said Willa, a 12-year-old Brooklynite.\r\n\r\nDirect talk and the rhetoric of female empowerment seem to be a good match for young women today. But when the product being advertised is clothing or makeup, it can raise questions.\r\n\r\nEmily Long, director of communication at The LAMP, a media-awareness organization for kids, said companies use soft-focus feminism to obscure the fact that a brand must play on a woman’s insecurities in order to sell product.\r\n\r\nShe cited Dove skincare, which has a selfie campaign for teens, and Aerie, which announced last year it would stop re-touching photos of its models.\r\n\r\n“It’s still a construction, “ Long said. “They’re still creating a shot, putting them in costumes and lighting and makeup. Just because they’re not going back over it later on with something like Photoshop doesn’t mean that it hasn’t been manipulated.”\r\n\r\nAerie says its ads are aimed at young women 15 and up. Pink by Victoria’s Secret, a rival clothing brand, says it focuses on “college-aged women”\r\n\r\nBut in fact both brands are popular with tweens, because they sell fashionable underwear that fits them.\r\n\r\nA recent study by EPM Communications put tween spending power at $43 billion.\r\n\r\nThe full article is available <a href=\"%20http://www.wnyc.org/story/what-brand-would-give-be-tween-girls-friend/\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'What a Brand Would Give to Be a Tween Girl’s Friend', '', 'inherit', 'closed', 'closed', '', '2081-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2081, 'http://cbx.cappendev.com/2081-revision-v1', 0, 'revision', '', 0),
(3142, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<strong>CBX Open-Letter Ad in Advertising Age Asks Cannes Lions, CLIO &amp; Pencil Awards Programs To Begin Honoring Agencies For Naming Efforts</strong>\r\nIn a full-page, open-letter ad in today\'s edition of Advertising Age, the chief executive of branding agency CBX asked the Cannes Lions, CLIO and Pencil awards programs to begin honoring creative agencies for their work in naming or \'Verbal Identity.\'\r\n\r\nThe letter from Gregg S. Lipman, CEO and Managing Partner of the New York-based firm, reads as follows:\r\n\r\n<strong><em>To the esteemed Governing Bodies and Judging Committees of the Cannes Lions, CLIO, and Pencil Awards:</em></strong>\r\n\r\n<strong><em>Thank you. Your awards elevate an entire industry and celebrate the best and brightest in our field. They validate a job well done. But is it possible, perhaps, you may have forgotten something?</em></strong>\r\n\r\n<strong><em>What about Naming?</em></strong>\r\n\r\n<strong><em>On behalf of Branding &amp; Naming agencies everywhere, we humbly submit that you may want to consider the singular importance of Verbal Identity. It is the most enduring aspect of any brand; without it, there would be no identity at all. No big idea. No creative campaigns. No trophies in the lobby.</em></strong>\r\n\r\n<strong><em>Might we recognize this critical component to the marketing mix with an award as well?</em></strong>\r\n\r\n<strong><em>We could even create a clever name for it if you\'d like.</em></strong>\r\n\r\n<strong><em>Thanks so much,</em></strong>\r\n\r\n<strong><em>Gregg S. Lipman</em></strong>\r\n<strong> <em> ceo/managing partner</em></strong>\r\n<strong> <em> #whataboutnaming</em></strong>', 'What About Naming?', '', 'inherit', 'closed', 'closed', '', '2085-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2085, 'http://cbx.cappendev.com/2085-revision-v1', 0, 'revision', '', 0);
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(3143, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'CHICAGO – With convenience stores adding more prepared food, the comparison to restaurants is inevitable. Foodservice at c-stores now accounts for 15.18% of annual sales, with beverages garnering 14.65%. Those numbers are only predicted to go up, which means the competition between restaurants and convenience stores will increase, too, Nation’s Restaurant News reports. </br>During a workshop at the National Restaurant Association Show, which ended yesterday in Chicago, industry experts gathered to discuss what restaurants and c-stores could learn from each other. “We are the place you go to refuel, refresh and reward yourself,” said Dr. Nancy Caldarola, education director at the NACS Center for Achieving Foodservice Excellence (NACS CAFÉ). Convenience stores offer prepared food as one more way of meeting customer needs through convenience.</br>\nOne lesson convenience stores are learning is how to neutralize the “gasoline penalty,” said Joseph Bona, president of branded environments at CBX. “You can have the best turkey sub in the world, but if I can’t get people to understand that we’re a legitimate destination for that, I can’t get them in the front door,” he said.</br>\nRestaurant innovations have pushed convenience stores to expand their offerings and include fresher ingredients, said Caldarola. Having a clean, welcoming store with food ready fast is also important, said Bona. “Consumers eat with their eyes,” he said. “They buy with their eyes.”\nMost convenience stores have recognized that having prepared food is a huge advantage, said Bill Reilly, senior vice president of marketing GPM Investments. “Female shoppers are a big [on their] wish list as far as reaching new customers,” he said.</br>\nTechnology, such as electronic ordering stations, gives convenience stores an advantage over restaurants while controlling labor expenses. “Who am I to tell you how to make your turkey sandwich?” said Reilly. “We gave the power to the consumer.”</br>\n<a href=\" http://www.nacsonline.com/News/Daily/Pages/ND0522133.aspx?utm_content=newsarticle2&amp;utm_source=NACS%20Daily&amp;utm_campaign=NACS%20Daily%20052213&amp;utm_medium=email&amp;utm_term=455699&amp;src=newsarticle2#.UZzxgoU2ptR\" target=\"_blank\">\nhttp://www.nacsonline.com/News/Daily/Pages/ND0522133.aspx?utm_content=newsarticle2&amp;utm_source=NACS%20Daily&amp;utm_campaign=NACS%20Daily%20052213&amp;utm_medium=email&amp;utm_term=455699&amp;src=newsarticle2#.UZzxgoU2ptR</a>', 'What Convenience Stores Can Teach Restaurants', '', 'inherit', 'closed', 'closed', '', '1820-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1820, 'http://cbx.cappendev.com/1820-revision-v1', 0, 'revision', '', 0),
(3144, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'You’ve probably heard this piece of not-so-little news: Amazon has acquired Whole Foods. And while the prospect of having fresh foods, specialty cheeses, and flax seeds delivered straight to our door sounds pretty amazing, we also wanted to dig a little deeper to learn what this acquisition might mean for the future of grocery shopping. We spoke with retail and branding experts Gregg Lipman and Todd Maute, Partners at CBX to gain more insight on what consumers can expect.\r\n<strong>CONSIDERING THE NEWS, WHAT DO YOU THINK IS THE OVERALL VISION AMAZON HAS IN MIND AND IS WORKING TOWARDS FOR CONSUMERS?</strong>\r\n\r\n<strong>Gregg:</strong> Amazon is continuing to expand its reach and ubiquity as a supplier in all aspects of a consumer’s life. They’ll continue to lead with their disruptive model—using and creating progressive technologies to make services and products that will further entrench themselves into a person’s life and transform not only the way people shop but how they live.\r\n\r\n<strong>Todd:</strong> Amazon’s goal is to be the world’s foremost customer centric company. Its muscle has always been its well-oiled logistical operations powered by the most sophisticated of data mining capabilities. With the acquisition of a 430 retail-location strong behemoth that has mastered the food supply, processing and distribution chain end to end, Amazon will be able to utilize its tech capabilities to introduce a completely unique and customized grocery experience to the consumer—possibly one that includes never having to leave their house.\r\n\r\nAdditionally, the acquisition should be able to further Amazon Fresh service with Whole Food’s physical locations playing a big role. Shrink is a consistent challenge and is harder to control in an online-only warehouse driven format; it is much better suited for a retailer to manage that profit-diminishing factor. Additionally, if Amazon Fresh could incorporate Prime, Pantry and Dash into the mix, it could become a singular brand platform for Amazon’s food business. From a demographic perspective, the typical Whole Foods shoppers sits on the higher-income earning scale similarly to the Amazon Prime shopper thus continuing to add to their growing customer database.\r\n\r\nIt’s often hard for people to embrace change, and many people still relish going into a grocery store and picking out produce themselves rather than having it picked and delivered for them. What steps can Amazon and Whole Foods take to make this a more natural transition for consumers?\r\n\r\n<strong>Gregg:</strong> Amazon’s logistical juggernaut and access to consumer data will add more dimensions to the purchasing experience. People still seek a human-driven experience and Amazon should do everything to ensure its consumers its brick and mortar presence is about accessibility and enhancement; there is no sacrifice or subtracting with its newfound physical presence and if anything, should be a deeper-data infused complement to its virtual counterpart.\r\n\r\n<strong>Todd:</strong> Consumers today are accustomed, if not expectant of, external changes that affect their daily behaviors. From mobile banking to pharmaceuticals delivered within two days at your doorstep to the evolution of the gas station deli offering, culture and technology have accelerated the pace of change and primed the consumer’s desire for convenience, value and their willingness to accept the new.\r\n\r\nBoth brands would be smart to take steps to ensure consumers the acquisition won’t affect them in ways each brand has built their loyalty off. They need to re-affirm and emphasize that Whole Foods will continue its high standards of product quality and Amazon’s efficient and customer-centric services won’t be affected.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/Screen-Shot-2017-06-29-at-10.53.02-AM.png\"><img class=\"alignnone size-large wp-image-10574\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/Screen-Shot-2017-06-29-at-10.53.02-AM-1024x416.png\" alt=\"\" width=\"1024\" height=\"416\" /></a>\r\n\r\n<strong>WHAT ARE SOME OF THE BIGGEST BENEFITS CONSUMERS WILL SEE AS A RESULT OF AMAZON ACQUIRING WHOLE FOODS? WHAT ARE SOME OF THE POTENTIAL PROBLEMS CONSUMERS MIGHT FACE RESULTING FROM AMAZON’S ACQUISITION OF WHOLE FOODS?</strong>\r\n\r\n<strong>Gregg:</strong> The benefit is a more integrated consumer experience for Amazon and Whole Foods visitors where transitioning from URL to IRL (or the opposite) is more simple, seamless and backed with robust data on purchasing options, history, recommendations, etc. Additionally, the potential effects on manufacturers could also lead to a decrease of prices for the consumer. The potential problems may rest in fewer channel choices for the consumer should they decide they don’t want to go with an Amazon-affiliated option.\r\n\r\n<strong>Todd:</strong> Both Amazon and Whole Foods have very sophisticated methods in capturing consumer data. Coupled with Whole Foods’s stringent quality standards and efficiency in product development, you have a recipe for success. Consumers could potentially have access to both better pricing (as there would be no more middle man) and wider selection of choices. Convenience, quality, variety and savings—what more can consumers ask for?\r\n\r\nOn the flip side, great vision executed poorly can be problematic. If Amazon and Whole Foods can’t integrate their unique brand assets seamlessly, it could result in turning the consumer off completely. History has proven that home delivery for food is challenging such as in the case of Webvan. While its concept was ahead of its time, it was riddled with issues on its approach to the market specifically:\r\n\r\nNone of the executives understood the food business.\r\nIt expanded too quickly\r\nIt targeted the wrong consumer and wrong markets\r\nIt built warehouses instead of leveraging existing infrastructures.\r\nWhile the Amazon and Whole Foods merger may currently be blessed without these issues, both brands need to marry their assets quickly and flawlessly to convince consumers they can meet, if not exceed their expectations.\r\n\r\n<strong>IN WHAT WAYS DO YOU FORESEE ANY WAYS THAT THIS ACQUISITION COULD BACKFIRE, ACTUALLY HURTING AMAZON IN THE LONG RUN?</strong>\r\n\r\n<strong>Gregg:</strong> If history is an indicator of the future, Amazon will see its failure as a learning experience and move on to the next (i.e. see Amazon Fire Phone). Amazon’s nature is to innovate quickly and while this acquisition is not technically an “innovation,” its brand could take a hit on the public relations front as a brand that can seemingly do anything.\r\n\r\n<strong>Todd:</strong> Amazon has seen astronomical growth due to their bets on digitization and mobile and their continued portfolio diversification around the Internet of Things. It is a company not afraid to take risks outside its wheelhouse and invest in trends; leveraging what they do well and investing in the multi-trillion business of grocery is a wise bet. Even if they’re unable to convert the consumer, I’m doubtful it would drastically impact the overall Amazon brand in a negative way. Consumers will continue to flock to Amazon to purchase other things- perhaps one day cars or prescriptions? Amazon’s opportunities are endless.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589775054.jpg\"><img class=\"alignnone size-large wp-image-10576\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589775054-1024x731.jpg\" alt=\"\" width=\"1024\" height=\"731\" /></a>\r\n\r\n<strong>WHAT ABOUT RETAILERS—WHAT ARE SOME OF THE CHALLENGES THEY’RE LIKELY TO FACE DUE TO THE ACQUISITION OF WHOLE FOODS?</strong>\r\n\r\n<strong>Todd:</strong> The market reaction to the Amazon announcement was not positive for other grocery brands. Retail across the board has been failing to keep pace with Amazon’s ability to sell goods online at the value consumers are demanding. Department store brands are rapidly disappearing because of their inability to respond to the requirement of digitization and embrace omni-channel and the only ones surviving, if not thriving, are value operators like Aldi, TJ Maxx, Home Goods etc.\r\n\r\nIf Amazon opts to focus on its own delivery service, Whole Food’s relationship with Instacart would be affected and it would ripple to brands like Publix and HEB, ultimately weeding out Amazon’s competition.\r\n\r\nAdditionally, the organics industry has seen enormous growth over the past few years. Supply has increased and traditional grocers like Kroger have entered the business in a major way specifically by creating their own billion-dollar private label brands. If Amazon and Whole Foods could bring better pricing and more access and convenience to the organics industry, it will most definitely impact traditional grocer’s attempt to capture more share of the consumer that desires more high quality and healthier food options.\r\n\r\n<strong>HOW CAN OTHER BUSINESSES PLAN TO KEEP AN EDGE AND COMPETE WITH AMAZON AND WHOLE FOODS?</strong>\r\n\r\n<strong>Todd:</strong> As much as consumers want value and convenience, they also desire a unique shopping experience. More grocers are increasingly investing in enhancing the shopping experience and growing the perimeter. If they can offer the consumer a shopping experience that can’t be had online, that is where they’ll be able to defend their market share. While this takes capital, time, and commitment, they cannot afford to not do so. Wegmans and Costco are interesting examples of brands providing unique shopping experience incorporating the love of food, the thrill of the hunt and an exploratory opportunity for the consumer shopping their goods.\r\n\r\nWith the business potential the acquisition can create, there will be a significant opportunity for markets to expand for niche brands. Smaller companies will have a less costly way to enter the market than traditional retail. Start-ups can benefit greatly by gaining access to massive distribution without the need for slotting fees and other costs burdening the growth of their business.\r\n\r\n<strong>LAST YEAR, OVER 40% OF ONLINE RETAIL SALES WERE ON AMAZON, AND WITH THE ACQUISITION OF WHOLE FOODS WE LIKELY CAN EXPECT THIS NUMBER TO INCREASE. BUT AT WHAT POINT DOES HAVING ONE ENORMOUS RETAILER MAKING SUCH A SIGNIFICANT PORTION OF SALES ACTUALLY PUT SOCIETY AS A WHOLE AT RISK?</strong>\r\n\r\n<strong>Gregg:</strong> The effects of scale have implications. Technology has enabled both innovation and consolidation and as these tech-fueled companies continue to amass power and leverage, they sometimes tread dangerously with antitrust laws. It is the prerogative of the government to ensure these companies’ pursuit of growth and influence does not result in competitor manipulation and category monopoly.\r\n\r\n<strong>Todd:</strong> With scale comes risk. When you put too many eggs in one basket, competition is inevitably eliminated and thus impacting quality for the consumer. However, on the flip side, size has the potential to drive down cost and also increases profits, which provides more capital for investment in continuous improvement. There is a case for both good and bad but regulation should be able to protect the consumer.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589804825.jpg\"><img class=\"alignnone size-large wp-image-10575\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589804825-1024x670.jpg\" alt=\"\" width=\"1024\" height=\"670\" /></a>\r\n\r\n<strong>IN WHAT WAYS, IF ANY, DO YOU FORESEE AMAZON’S ACQUISITION OF WHOLE FOODS HELPING WITH FOOD INSECURITY?</strong>\r\n\r\n<strong>Gregg:</strong> If executed properly, Amazon will be able to leverage Whole Foods’s credibility in food quality. It will be interesting to witness both brands’ approach to fresh foods, food service and natural and organics at scale and observe whether expectations and tolerance of quality differ when it comes to different consumer segments.\r\n\r\n<strong>Todd:</strong> If you look at the values both companies operate by, I would assume the impact on food insecurity would be positive and minimize growing consumer concern.\r\n\r\nThe Amazon brand is customer obsessed; they invent and simplify, hold the highest standards, think big, take action, are frugal and want to instill trust. Whole Foods is grounded in high product standards, caring for the community, satisfying and nourishing consumers and environmental stewardship. Together, they should be able to bring the best products to consumers at the lowest prices and in the fastest and most convenient ways possible.\r\n\r\nAs consumers, we need to realize that neither Amazon nor Whole Foods make everything they sell and thus do not have total control over the supply chain. But the strength and power the combined organizations could have will provide significant influence on their manufacturing partners. Therefore they should have a greater ability to enforce their values and high product standards, ultimately benefiting consumers and alleviating any concern over food safety and insecurity.\r\n\r\n<em>Photos courtesy of Whole Foods and Amazon.</em>', 'What does Amazon’s Acquisition of Whole Foods Mean for the Future of Grocery Shopping?', '', 'inherit', 'closed', 'closed', '', '2294-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2294, 'http://cbx.cappendev.com/2294-revision-v1', 0, 'revision', '', 0),
(3145, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nRebellion is as American as baseball and apple pie. Rebelling against your parents, even more so. But, standing in the middle of my local Best Buy recently, I saw something I hardly would have considered possible just 20 years ago: parents and children buying video games together. Discussing strategy, cheat codes and in one particular case, which games would be the most fun for their entire family.\r\nVideo games? Family video-game night? Video games used to be the exclusive dominion of teenagers. They ruled that world with an iron (yet wildly oversensitive) fist. Rated E for Everyone? Everyone?\r\n\r\nSo, is this entente, this seemingly cordial intersection of parent/child in the gaming world, a natural \"technological convergence\" phenomenon, a Trojan horse strategy? Or have brands looked the future right in the eyes and decided it will be run by Generation E, Generation Everyone? Will the idea of a \"generation gap\" eventually atrophy into obsolescence?\r\n\r\nWe see this not only in the video-game world, but also in other brands: moms and daughters with matching Ugg boots, Juicy Couture sweatsuits, Abercrombie hoodies and Coach handbags. Fathers and sons comparing fantasy football rankings on matching iPhones or killing precious productivity hours on YouTube. Teachers and students sipping from matching Starbucks latte cups or ordering the same items from Pinkberry. Moms and daughters rooting feverishly for their favorite \"American Idol\" contestants or shaking their heads in utter disgust at the shameless and hygienically dubious conduct of the latest batch of \"The Real World\" participants. Moms and their adults friends, with or without their daughters, attending Jonas Brothers concerts, or standing in line for midnight premiere showings of the brow-furrowing fest that is the \"Twilight\" franchise. Aunts and nieces perusing the same Kiehl\'s or MAC products. Uncles and nephews cracking open cans of Red Bull. Grandparents, parents and their children conversing freely on Facebook or Skype.\r\n\r\nThese companies have successfully created branding stories that resonate across a spectrum of ages because they have largely ignored age-based demographic \"insights\" as they were, and instead focused on harnessing societal (the blurring of the generation/cultural gap) and technological (the desire to be ever more connected) trends to their benefit. So, in this new reality, what are the implications for brands and their consumer messaging?\r\n\r\nAt first glance one would be inclined to simply proclaim, with a derisive shrug of the shoulder, natch: \"How is this surprising? Of course, all brands try to appeal to as wide a swath of consumers as possible, genius.\" But \"cross-generational\" or \"trans-generational\" marketing/branding strategy is not nearly as easy to execute successfully as one might presume.\r\n\r\nMarket segmentation and demographic, gender, psychographic analyses are still to this day fundamental elements of practically every consumer product/service/technology company\'s marketing and communications philosophy: \"Who is our target audience, and how can we tailor our message to capture their attention and disposable dollars?\" Some brands have been able to answer that question with greater effectiveness than others.\r\n\r\nThe teenager/young-adult demographic, to refer to just one target audience, is traditionally wary of products that are specifically marketed to it. Indeed, the consumer product landscape is littered with companies that tried to position themselves and their products as cool/urban/edgy, only to ultimately be rejected by the target consumer base. See Palm\'s Zoomer, Zima, Zune, as well as Polaroid, Ecko, Pro-Keds or Pony (which was rejected pretty much immediately after relaunching).\r\n\r\nAppealing to Generation E requires a massive shift away from the standard \"What are they looking for in a product?\" to \"What does this brand say about me as a person?\" And in order to answer such a profound question, one cannot hope to rely solely on traditional qualitative/quantitative marketing data any longer. Successful brands will have to:\r\n\r\nUse social media to build communities around them, but still use \"traditional\" media such as TV, newspapers and magazines, as it can have tremendous impact on your brand\'s appeal. A simple photograph of a celebrity eating, drinking or wearing your product can often provide a significant boost to your brand. For example, Britney Spears and her undying and highly caloric love of Starbucks Frappucinos has absolutely led many a teen/tween to become fans as well (of the Frappucinos, if not Britney).\r\n\r\nConsider the larger socio-cultural context in which products fit by hiring or consulting with people who have a social sciences or humanities academic background. They will have the ability to surface social and cultural questions that branders and marketers simply cannot foresee.\r\n\r\nFocus marketing efforts on brand values and attributes, but be smart with advertising and photography. Don\'t visually skew your brand toward a specific target audience. In fact, on your website or collateral material, consider showing many age groups interacting with your product. Or, keep it simple and focus purely on (attractive) product shots, with no people in them (Pinkberry, Starbucks and Coach, for example, display only their products).\r\n\r\nWe don\'t think that the generation gap will ever totally disappear, and that\'s probably a good thing, but in this age of hard-core partisanship, perhaps we as marketers can soften the rhetoric between the generations and create stronger brands at the same time.</p>\r\n\r\n<a href=\"http://adage.com/article/cmo-strategy/marketing-generation-gap/144249/\" target=\"_blank\">http://adage.com/article/cmo-strategy/marketing-generation-gap/144249/</a>', 'What Generation Gap? How Marketers Can Connect With an Increasingly Converging Target Demographic', '', 'inherit', 'closed', 'closed', '', '1564-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1564, 'http://cbx.cappendev.com/1564-revision-v1', 0, 'revision', '', 0),
(3146, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Do you ever get the sense that retail technology is overhyped?\r\nPersonally, I love it. In my career, I have overseen technology roll-outs at thousands of high-touch retail stores nationwide. I have also consulted with major retailers and automakers on a raft of tech-related projects.\r\n\r\nBut let’s take a moment to get real about the role of technology in retail.\r\n\r\nOne of the biggest stumbling blocks I often see is the tendency to apply new technology to old techniques. We all feel comfortable sticking with known commodities — the approaches that have generally worked for years or even decades. All too often, the Web and ad agencies with which retailers have existing RFPs and retainers find it easier to rely on status-quo methods. This leads to shortcuts along the lines of, “We already paid $XX,XXX to create that message for the end cap, so let’s just make that show up on someone’s phone, too.” Or, “Make sure to tweet about that new (brand/product/feature).”\r\n\r\nTweeting might seem advanced, but if you think about it, it’s really a one-way communication — the equivalent of taking out a newspaper ad. Likewise, push text messages are hardly different from those pesky hawkers on the street who try to stuff random flyers in your hand. Some would even have retailers step into the role of an omniscient Big Brother by tracking customers’ always-on cellphone signals and automatically texting a coupon within a certain radius.\r\n\r\nTruth is, most people find this kind of thing irritating… and a little creepy.\r\nRetail technology is useful only insofar as it sparks meaningful conversations with and among consumers. If the technique in question won’t feel authentic and humanized on the receiving end, is it worth adopting? If it doesn’t involve listening and learning on both sides, is it really cutting edge?\r\n\r\nThe real promise of retail technology is its ability to facilitate meaningful two-way interactions in a variety of channels, both digitally and in real life.\r\n\r\nSo what does that look like? For starters, you don’t need to spend $1 billion on holograms and virtual-reality headsets. A simple tablet will do. What’s important is how you use the tools at your disposal. Let’s say you’re a retailer of high-end, modern furniture. A customer wants to know what that svelte sofa would look like in lime green. She also wants to see it in a living room that has pastel-yellow walls just like hers. The salesperson can now use the tablet to show the customer a digital mockup of exactly what she has imagined. In this scenario, the salesperson can offer to enhance the mockup with coffee tables, lamps, ottomans, etc., because the pitch is taking place as part of a two-way exchange that is willingly entered into by the customer.\r\n\r\nNeiman Marcus, for example, rolled out a shoe table that “listens” to customers in a novel way. When the customer picks up a shoe to examine it, a video rolls on the table showing a model striding down the runway in those flats or pumps. The customer thereby gains information both visually and, by holding the shoe, through touch. She has made a closer connection to the product, and the retailer learns about this connection because, upon activation, the sales staff learned precisely which shoe had piqued the shopper’s interest. The moment that video rolled, a legitimate reason for the salesperson to engage the customer in further conversation was presented.\r\n\r\nThe two-way nature of this is important, because when people feel listened to, they want to extend the dialog rather than walk out of the store. This is why retailers such as Apple, Nordstrom and AT&amp;T were smart to bring point-of-sale out from behind the counter and into the workspace. The conversation just flowed. At AT&amp;T, the goal is to inject learning into these interactions. “You have a new Audi A3?” the salesperson says. “That’s cool. Did you know those cars have wireless-hotspot functionality? It can save your family a ton of data.” Yes, the tablet has a quick video showing how AT&amp;T’s hotspot plan works, but it’s only effective because customer interest was piqued by a personal conversation.\r\n\r\nSo why not just rely on status-quo methods? Because attitudes are changing. Today, consumers want to be in charge of the buying process. They want to have conversations with brands and with each other. So forget about “pushing” content down a one-way street. Instead, let your customers take the wheel with you right by their side.\r\n\r\nOriginally published in <a href=\"http://smartblogs.com/social-media/2015/08/04/what-neiman-marcus-gets-about-retail-technology/\" target=\"_blank\">SmartBlogs</a>', 'What Neiman Marcus Gets About Retail Technology', '', 'inherit', 'closed', 'closed', '', '2122-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2122, 'http://cbx.cappendev.com/2122-revision-v1', 0, 'revision', '', 0),
(3147, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'With generic convenience stores seemingly on every corner, the easiest thing for customers to do is head to the location that’s … just convenient. Many C-store chains aim to stand apart from the crowd by ramping up the sophistication of their in-store environments. They are making stores larger, stocking them with healthier, fresher food, and adding modern dining furnishings.\r\nIt’s a nice start, but in contemplating the C-store of the future, designers need to imagine a world in which consumers pay greater attention to the brand attributes, product offerings, and consumer experiences available at competing quick-shopping options. That requires being bold and rethinking the category.\r\n\r\nHow would innovators in other sectors approach the challenge? As the former head of store design for Virgin Megastores, I can’t help but contemplate how Virgin founder Richard Branson might approach a portfolio of fueling station and C-store sites.\r\n\r\n<strong>Ideas from an innovator\r\n</strong>Branson is an innovator to the core. Since the retail gas industry is already mature, Branson’s business-centric inclination would be to jump to the head of the line. Forget about fossil fuels; Branson’s Virgin stations would sell electricity, natural gas, and biodiesel for green vehicles. His goal would be to create focal points for the growing community of drivers who see environmental sustainability as a top priority. His marketing, advertising, and branding for the chain would build loyalty and community around this shared value. In addition to sustainability, Branson’s brand would make its mark by evolving the customer experience. Today, Sheetz has such a substantial food offering that people go there regardless of whether they need gas. Likewise, chains such as 7-Eleven and Wawa can thrive even without gas canopies simply because their C-stores are destinations unto themselves. In seeking to evolve the C-store experience further, Branson would focus on selling food, culture, and lifestyle in a fun and comforting atmosphere unlike anything in the sector today. He would shoot for the kind of engaging experience that makes you drive past competitors’ locations and come to his C-store.\r\n\r\nYou can see this strategy in action at Branson’s other ventures. Even if you fly coach on Virgin Atlantic, you get a free ice cream bar after your meal, followed by the flight attendant offering you a hot towel. A comforting and relaxing experience isn’t reserved for premium customers alone. In keeping with the Virgin brand, Branson’s C-store might offer things like the industry’s cleanest, fully touch-free bathrooms, or massage tables in a quiet corner, enabling stressed-out commuters to stop and relax after a maddening stint on the road.<strong>\r\n</strong>\r\n\r\n<strong>Customized convenience\r\n</strong>Virgin Atlantic was the first to offer personalized TVs. This wasn’t technology for technology’s sake: It was to make the experience more personalized and engaging. Smart use of technology would be part of the picture at Branson’s stations as well. You can look around at today’s trends and get an idea for what this might entail. This year, Tesla Motors unveiled a cobra-like robot charging station for the Model S. It connects to the car, charges it, and then retracts—all without the touch of a human hand. Branson’s C-store would also offer a touch-less fueling or recharging experience. As the robotic “pump” attaches to your car, you could use your phone or display at the “pump” to have a smiling attendant bring your food order right to your car. Another aspect of your fill-up might be an automatic diagnostic. A sensor might mind-meld with the general control center of your car and tell you whether anything was askew.\r\n\r\nThat’s convenient, not just for people, but also for a future with driverless cars. Branson’s stations would be designed to allow easy access by driverless taxis and delivery vehicles in need of a fast charge. Meanwhile, dashboard-mounted RFID chips would enable human members of the loyalty program to drive up to the pump, refuel or recharge, and drive off without swiping cards or handing cash to clerks inside. Loaded with each club member’s preferences, the next-generation pumps would scan customers’ RFID chips and then send them customized offers: “Hi, Michelle! It’s nice to see you again. As a token of our appreciation, here’s half off your regular chai tea and low-fat scone.”\r\n\r\nOn Virgin America’s planes, colored lighting creates an atmosphere reminiscent of a small nightclub in a boutique hotel. A Virgin fueling canopy might have OLED-based lighting, using fiberoptics to transmit sunlight from above the canopy or to create a digital light show, pulsing in synch with music. Of course, the canopy and even the store’s roof would be topped with solar panels or living plants, reinforcing the brand’s stance on sustainability and making customers feel even better about their visit.\r\n\r\n<strong>Futuristic and fun</strong>\r\nNot all of Branson’s ventures have been successful, but today’s already-evolving C-stores and gas stations could certainly learn a thing or two from his core principles. They include creating a refreshing guest experience in an inclusive and welcoming atmosphere; making smart use of intuitive technology and customer-friendly automation; and investing in teams of well-trained employees who are people-focused. In the C-store space, you can bet Branson’s brand would be futuristic and fun—with a social conscience to boot.\r\n\r\nOriginally published in <a href=\"http://www.retailenvironments-digital.org/retailenvironments/january_february_2016?sub_id=j6vfHd08M3pi&amp;pg=25#pg25\" target=\"_blank\">A.R.E</a>.', 'What Would Richard Branson Do With Convenience?', '', 'inherit', 'closed', 'closed', '', '2155-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2155, 'http://cbx.cappendev.com/2155-revision-v1', 0, 'revision', '', 0),
(3148, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Julie D.\r\nPeople tend to think naming is magic, that the “right name” is a secret sauce that will make a product succeed. But the truth is, you can have all the clever word play in the world, and it won’t save your product if it fails to deliver on the promises your name implies. Words have power — the power to paint a picture in the mind. That picture needs to be something your brand or product can live up to. You need to choose a name strategically, and make a strategic plan to support it, launch it, and stick by it.\r\n\r\nI was reminded of this during the State of the Union address when President Obama introduced the name “myRA” for a new category of retirement savings accounts. The name has a lot going for it. It is short and easy to remember, repurposing a woman’s name in a way that feels instantly familiar. The lowercase letters give it a modern feel. It rhymes with “IRA,” placing the new offer in the IRA family. And it draws on our understanding of MySpace, My Verizon, myCigna and all the other “my” names, with their messages of personal customization and accessibility.\r\n\r\nKnowing nothing other than the name, we can conclude that myRA is a friendly, personal type of IRA. This gives it a head start over programs first introduced bearing the number for part of the tax code (401K).\r\n\r\nIt does have a few downsides, though. The pharmaceutical industry is already using “RA” as catchier way to talk about Rheumatoid Arthritis. And there are pronunciation issues—in fact, the president stumbled on his first mention of name, starting to call it “My IRA” before correcting to “my-R-A.” These tripping points are easy to predict — we often test for such issues. Once you identify potential sticking points, the next step is to do a realistic analysis. Is the flaw necessarily fatal? Can it be planned for and mitigated? In myRA’s case, minor pronunciation issues seem unlikely to be a problem long-term.\r\n\r\nNike, Google, Ikea, Etsy have taught us how to pronounce their names correctly over time. When the iPad was launched, there was a backlash — to some, the name sounded like a feminine hygiene product. Today, we can’t imagine the word “iPad” meaning anything other than a sleek interactive device. These companies were able to stick to their message, keep repeating their name, and bring us along for the ride. It was a good first step that President Obama repeated the name multiple times, correctly, after his initial mistake.\r\n\r\nWhat might be more of a problem is if myRA doesn’t live up to the promises implied by its name. If it isn’t personal and easy. If it doesn’t act like an IRA. Names that fail to fulfill their promises often invite ridicule, and this is particularly true in the political area, where Washington tends to jump on awkward monikers (The Patient Protection and Affordable Care Act) and spin them into short, pejorative nicknames with sticking power (Obamacare).\r\n\r\nThe right name can help you take control of the conversation about a new offer. If you choose a name that delivers the tone and message you’re looking for, you get a jumpstart on building meaning in your audience’s mind. But introducing that new name is also an act of leadership. You have to pick the right promises to make. You have to have to look beyond initial reactions. And you need a strategic plan to introduce your name in a way that can survive a few bumps in the road.\r\n\r\nRead more: <a href=\"http://www.mediapost.com/publications/article/219449/whats-in-a-name.html\" target=\"_blank\">http://www.mediapost.com/publications/article/219449/whats-in-a-name.html</a>', 'What\'s In A Name?', '', 'inherit', 'closed', 'closed', '', '1962-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1962, 'http://cbx.cappendev.com/1962-revision-v1', 0, 'revision', '', 0),
(3149, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Gregg S. Lipman\nChallenger soda brands, take note: there seems to be a tremor in the force of the beverage world. I\'m talking, of course, about the war being waged on \"big sugar\" -- sugary beverages like Coke and Pepsi, namely -- by one Mr. Michael Bloomberg (that\'s \"Mayor\" to you). Sugar is the devil these days, thanks in large part to widespread campaigns against childhood obesity, the trendy farm-to-table movement and an uptick in healthy eating in general. Soda sales dropped 1.2 percent in 2012, compared with declines of 1 percent in 2011 and .5 percent in 2010. New York has been embroiled in a battle over \"to tax or not to tax\" for the past year, and 33 other states are giving the thumbs down to soda and its sugary counterparts. And it\'s not just America that\'s giving these beverages the boot. Since 2012, France has imposed a \"fat tax\" on sugary beverages as well.\n\nNot that we should really feel that bad for Coke and Pepsi, who\'ve done a great job of expanding their portfolios to include water (now the #1 beverage in the world), juices and energy drinks. Apparently they knew the day would come when the tide would turn against soda, and it\'s paying off. They seem more focused on just maintaining the audience they have for their soda brands rather than necessarily growing that audience.\n\nThis means there\'s an opportunity for you, challenger brand, to take advantage of the backlash and create a little niche for yourself. Innovate around where the audience is, from Gen Y- and Z-ers to helicopter parents who couldn\'t imagine anything as toxic as soda touching their children\'s lips. Here are some tips we\'ve gleaned from the \"little guys\" -- many of whom seem to be doing this beverage thing right.\n<strong>\nShow you love the planet.</strong>\nEco-friendly packaging may have backfired for a snack brand like Sun Chips, but it presents a huge opportunity for beverage makers. SodaStream, a product that forces carbon dioxide gas into water, has become a worldwide sensation with messaging that is morally and economically attractive to younger generations. Owners of SodaStream makers can eliminate dollars spent and bottles wasted while enjoying the hand-crafted experience of making their own sodas. Coke and Pepsi might consider making their bottles refillable, a la growlers, with retailers allowing customers to bring their empty bottles to the store to be refilled at taps.\n\n<strong>Stay trendy.</strong>\nIf you think that fashion is temperamental, try the beverage industry. What\'s cool one season is suddenly passé the next, so it\'s important to keep abreast of what consumers want in the here and now. Remember when Snapple Ice Tea first came out? And VitaminWater? And Zico coconut water? At the moment, fizzy drinks are all the rage...even IF it was recently proven that one fizzy drink a day can raise the diabetes risk by a fifth.\n\n<strong>Offer your product in small batches.</strong>\nSmall-batch beer brewing is huge; why not small-batch soda-making? Jones Soda offers 12-packs of quirky flavors like Berry Lemonade and Fufu Berry (what the what?) on its Internet site, and also allows you to design your own label for your bottles. Boylan Sodas calls itself \"a full line of hand-crafted small batch sodas and mixers to please any palate.\" Everything about Stewart\'s Fountain Classics, from its name to its bottles to its logo, harkens back to a more personal time. In this age of artisanal everything, a Starbucks-style soda shop - like the old-fashioned soda fountains - seems like a brilliant idea.\n\n<strong>Produce products the way nature intended.</strong>\nSince everyone assumes that soda is the unhealthiest product known to man, it would behoove companies making more natural beverages to say how their products are made. Virgil\'s Root Beer brews its combination of herbs and spices naturally, rather than concocting a chemistry experiment of artificial flavorings, dyes, and additives. Hot Lips Soda\'s lineup changes with the seasons, based on what\'s locally available; to make the soda, the company takes fruit, cooks it, adds water and cane sugar then bottles it, with much of the fiber-rich pulp intact, and carbonates it.\n\n<strong>Pack them full of good things (or, without any bad things).</strong>\nThese days, people want to know not only where their food came from but just what their food ATE before it arrived on their plates. So it\'s no surprise that people want the best, most natural ingredients packed into their beverages. Oogave, a soda that incorporates agave nectar as a sweetener, was started by a natural foods restaurant owner in Denver, and dubs itself \"the purest, best-for-you soda without chemicals or GMO products.\" Steaz is a family of \"all-natural, organic and fair tea-based beverages.\" Hot Lips sodas contain organic lemon juice as a preservative, rather than ascorbic or citric acid, both of which can be derived from genetically modified corn and soy.\n\nThese small guys may not be trying to be the next Coke or Pepsi, but they are doing a great job of making names for themselves in a crowded market. Utilizing one or several of these tips could help you snag a few customers from those beverage giants, and feel better about your brand in the process. Because let\'s face it...it\'s unlikely that people will ever STOP drinking soda, but they certainly are clamoring for more alternatives. The beverage options mentioned here are options that even sugar hater Mike Bloomberg can live with.Who knows - they may distract him long enough to stop hating on soda and seek out a new target - butter, perhaps?\n\n<a href=\" http://www.huffingtonpost.com/gregg-s-lipman/whats-the-future-of-soda_b_3384797.html\" target=\"_blank\">\nhttp://www.huffingtonpost.com/gregg-s-lipman/whats-the-future-of-soda_b_3384797.html</a>', 'What\'s the Future of Soda?', '', 'inherit', 'closed', 'closed', '', '1825-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1825, 'http://cbx.cappendev.com/1825-revision-v1', 0, 'revision', '', 0),
(3150, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Two key objectives are driving new packaging design strategy for own-label products at retail. Eye-catching, stand-out-from-the crowd identities are partnering with environmental-friendliness. Designers are tasked with establishing a distinctive look and feel, while materials are minimized and those used selected for their recyclability.\nThe consumer angle is essential, according to Food Processing. Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago, believes, \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer. ... Retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"\n\nPackaging Digest\'s editors, who judged some 200 American retailers\' submissions for the 2013 private label packaging awards, noted several trends: unique fonts, warm earth tones, stylized photography, high-quality printing for maximum shelf impact, whimsical designs targeted across age groups and limited editions which they said were \"previously the domain of national brands.\"\n\nAs Kate Bertrand Connolly wrote last year in Food Processing, \"Private label products are no longer the dowdy stepsisters of national brands.\" Using graphics to create identities easily spotted across the store gives an impression of both quality and consistency while emphasizing what she describes as the \"\'brand\' component of the store brand.\"\n\nTodd Maute, of New York branding firm CBX, emphasized that if customers are satisfied with one private label product and then see similar packaging on a different shelf, \"They\'ll get the same perception. ... The primary driver behind line looks is ... to build a common story for the brand.\"\n\nTarget\'s Simply Balanced brand, launched in June, was cited as an example of \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace.\" Graphics were described as innovative by My Private Brand\'s president, Christopher Durham, adding that the package design is \"fun, straightforward and direct.\"\n\n<a href=\"http://www.retailwire.com/news-article/16961/whats-the-story-retailers-build-brand-identities-on-store-shelves\" target=\"_blank\">http://www.retailwire.com/news-article/16961/whats-the-story-retailers-build-brand-identities-on-store-shelves</a>', 'What\'s the Story? Retailers Build Brand Identities On Store Shelves', '', 'inherit', 'closed', 'closed', '', '1846-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1846, 'http://cbx.cappendev.com/1846-revision-v1', 0, 'revision', '', 0);
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(3151, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nThe other night, I was reading a marketing article in bed about the new Twitter logo when I looked over to see my wife reading a “before and after” plastic surgery article in US Weekly. Ironically, our articles had something in common … because what Twitter did — dropping its Twitter type and going to a single bird symbol — was tighten things up in the hopes of tweaking its image overall.\r\n\r\nLogo redesigns prove that celebrities aren’t the only ones going under the knife these days. Brands constantly want to alter their images, and the changes range from subtle to dramatic. As a brand consultant, I’ve sat in more than one meeting where a client said, “We’d like to move away from our visual brand equity.” In these cases, we encourage clients to take a step back and look strategically at why they are making these moves — is it to appeal to a different audience or achieve a new business goal? Does it really make sense for their brands? I’m wondering if plastic surgeons in Beverly Hills do the same. Here are five examples of recent brand redesigns that brought celebrities\' surgeries to mind:\r\n\r\nNOSE JOB\r\n> J.C. PENNEY \r\nTo move away from the poor product expectations that became synonymous with its brand, J.C. Penney kept its font but abbreviated to initials placed in the upper left corner of a square. This rejiggering of parts reminds us of actresses whose nose jobs alter the very thing that made them accessible: their imperfections.\r\n\r\nFACELIFT\r\n> PEPSI \r\nBy changing its iconic logo to reach a new generation, Pepsi essentially said, “Give me back my youthful image.” Certain iconic actresses have taken similar steps to compete with young beauties, and though their new looks may be hard to swallow at first, eventually their fans jump on board with the change and love them even more than before.\r\n\r\nBOTOX\r\n> Starbucks and Target \r\nEver look at a famous celebrity and think, “Hmm … there’s something different about that face, but I can’t tell what it is.” That’s what Starbucks and Target both did last year — smoothed out a few wrinkles by getting rid of the Target and Starbucks type. These brands are already so respected and established that these moves were subtle, seamless and without controversy. We happen to think the logos look a helluva lot better now.\r\n\r\nIMPLANTS\r\n> THE GAP \r\nSome brands “go under the knife” only to flip-flop on their decisions shortly thereafter, a la actresses\' implant choices — in, out and then back in again. Whereas the old Gap logo looked distinctive and elegant, the new 2010 logo kept one small element — the blue box — and then downgraded the rest of the logo. But a few days after unveiling the new look, the brand reneged and went back to the old.\r\n\r\nMultiple procedures\r\n> TROPICANA \r\nSome celebrities — you know who I’m talking about — have had so much surgery that it has rendered them virtually unrecognizable. And that\'s what happened to Tropicana in early 2009, when the agency working on the brand wielded the knife so liberally as to do away with any semblance of the company people knew and loved. With people unhappy with the rebrand, Tropicana broke under pressure and reverted back to its original design.\r\n\r\nBut the truth is, sometimes the brands with the most equity are the ones that haven’t had any surgery at all — that stay “au naturel,” if you will. Companies like Heinz, Campbell’s and Coca-Cola have all aged gracefully, and kept their logos relatively the same for many decades. I’d say that’s working for them, no? After all, how many brands can say they were the subjects of iconic Andy Warhol paintings?</p>\r\n\r\n<a href=\"http://www.brandpackaging.com/articles/84349-when-brands-get-plastic-surgery\" target=\"_blank\">http://www.brandpackaging.com/articles/84349-when-brands-get-plastic-surgery</a>', 'When Brands Get Plastic Surgery...', '', 'inherit', 'closed', 'closed', '', '1652-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1652, 'http://cbx.cappendev.com/1652-revision-v1', 0, 'revision', '', 0),
(3152, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'The terminology we use in daily life can have a subliminal effect on the way we look at things, from advertising to packaging. Why? Because terminology shapes our thinking, and our thinking shapes our actions. As a case in point, contemplate the usual connotations around the word “private.” Typically, it’s a term that connotes something special and elevated: If you work for a top private equity firm, you’re a big shot. If your kids go to a private school, and your family belongs to a private country club, those are good things, too, right?\r\nAnd yet when it comes to use of the term “private label,” it is hard not to notice an undercurrent of discomfort in certain quarters. This is understandable: Consciously or unconsciously, many people still link private label with cheap knockoffs. In all likelihood, this is why so many retail executives bend over backward to use an alternate term like “own brands.”\r\n\r\nThis ambivalence around terminology might actually be a wise, almost instinctive, understanding that older approaches to private label are now thoroughly outmoded. The oldest approach literally was brand-less: In the 1970s, a generic bag of potato chips on U.S. grocery shelves offered little more than the words “One Pound, Potato Chips.” There was no imagery, no color. You could easily imagine this type of packaging on store shelves in Khrushchev-era Russia.\r\n\r\nBut what came next — knockoff-style packaging in which you tried to pull off an empty imitation of an established national brand — should also stir some discomfort. Sadly, many packaging design agencies continue to reflexively employ this intermediate step in the development of private label brands. It’s a bid to stake out the value proposition, nothing more.\r\n\r\nWhile the alternate term “own brand” is certainly a bit awkward — it doesn’t exactly roll off the tongue — in the best-case scenarios it reflects a shift in understanding. The retailer is saying, “Hey, let’s own this thing. Let’s invest in this brand, redefine the category norm and increase perceived value.” Instead of knocking off Lay’s Potato Chips, for instance, Safeway created Spud Naked Kettle-Cooked Classic Potato Chips. The look and feel of the package was Safeway’s own. A brand came to life.\r\n\r\nUltimately, of course, it’s fine to use whatever terminology you like. The key, as I see it, is to pay attention to how language affects the way you think about and approach package design and branding.\r\n\r\nThe good private equity firms of the world, for example, are likely to talk about the private label brands they acquire as assets worth investing in. When retailers can be persuaded to think of private label brands in the same way, they are much more likely to make solid, brand-building moves. The story of New York City pharmacy chain Duane Reade helps illustrate the potential upside of an investment-oriented approach. Private equity firm Oak Hill Capital Partners sank millions of dollars into Duane Reade after acquiring the chain and eventually launched a major redesign of the customer experience inside the retailer’s New York City stores. The effort entailed new store designs with wider aisles and more appealing décor and signage; shopper-friendly changes to the pharmacy; the introduction of store-within-store beauty; the launch of a host of high-quality private label brands such as DR Delish, Prevail and the DR brand; and the creation of growler, frozen yogurt and sushi counters. The packaging here was all about redefining the retailer and being a leader, not a follower. The lesson? It’s necessary to invest in order to get a return on investment.\r\n\r\nIn this example, private label brands were seen as an asset to build, rather than something to marginally improve and offer as a national brand alternative. And as further evidence of the power of those brands, Walgreen Co. (which acquired Duane Reade in 2010) CEO Gregory Wasson said, “Duane Reade’s recent initiatives in urban retailing, customer loyalty and private brand products support and accelerate Walgreens’ strategy to enhance the customer experience in our network of more than 7,100 stores across the country.” With more stories like this, pejorative connotations around the private label term will fade into a distant memory.\r\n\r\nAnd in fact, there are many reasons to be both proud of private label’s evolution and optimistic about its future. For starters, the United States is currently in the middle of a major consumer shift toward Millennials, who see no shame whatsoever in snapping up private label brands. Millennials represent a huge and increasingly important target market. Their openness is like a blank canvass. Retailers have every reason to take advantage of this trend — now!\r\n\r\nChanging shopping patterns also bode well for private label brands. Historically, private label sales would improve when times were bad and fall when times were good. But in recent years, the trend has been for private label not to merely ride the economic wave but stay level even as the economy rebounds (Arguably, there was a missed growth opportunity here, but that’s another story …). Millions of people are now in the habit of buying private label products. Let’s give them more of what they’re looking for and want.\r\n\r\nMeanwhile, our increasingly foodie-oriented culture happens to play right into private label’s strengths — so long as retailers seize the opportunity. Food is hot, and retailers should capitalize on general human interest when they can. With its cornucopia of private label brands, Trader Joe’s has smartly capitalized on the shift toward all things foodie. Now Whole Foods is doing the same with its smaller-format, private label-focused Whole Foods 365 stores, which will offer high-quality products while banking on the 365’s brand’s well-known value proposition. Capture this captive audience!\r\n\r\nLastly, private brands represent a medium of mass communication, with a targeted reach that can be as impressive, if not more so, than any TV program, blog or billboard. Media is all about consumer impressions. Along the same lines, every private label purchase carries with it distinct consumer impressions: When the consumer sees the product on the shelf, when the shopper buys the product and, finally, when the person actually consumes or uses the item.\r\n\r\nIf you sell 50 million units of a particular private label product in a given year, this will translate into a whopping 150 million consumer impressions. That’s more powerful than a Super Bowl ad. These impressions can powerfully shape customer loyalty and build the brand in ways that many retailers have yet to fully explore. Treat private label like a marketing tool — it will provide great returns.\r\n\r\nBy shedding the old connotations and embracing brand-led private label strategies, retailers can tell more compelling stories to a wide range of people. In this approach, every part of the process — the packaging, merchandising, product type (organic, natural, premium, etc.) — is seen as an opportunity to create a favorable impression with target consumers. Chains such as Safeway, Trader Joe’s and Kroger understand these dynamics. They have been using private label to connect with core consumers and new consumers alike and, with the benefit of higher profit margin in a variety of categories, to also build stronger loyalty to their stores. So powerful are these impressions that private label stalwart Trader Joe’s doesn’t even bother with traditional media. Its customer newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle. That role is played by the private label brands in its stores.\r\n\r\nIf you ask me, all of this speaks in favor of the true value of private label as a worthwhile marketing tool. Indeed, research shows that higher private label brand penetration also equates to higher store loyalty.\r\n\r\nLet’s be proud of the term, treat it better, and continually refine our strategic thinking around it.\r\n\r\nOriginally posted in <a href=\"http://www.brandpackaging.com/articles/85184-when-did-private-become-a-dirty-word\" target=\"_blank\">Brand Packaging</a>.\r\nPhoto courtesy of Brand Packaging.', 'When Did \'Private\' Become a Dirty Word?', '', 'inherit', 'closed', 'closed', '', '2147-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2147, 'http://cbx.cappendev.com/2147-revision-v1', 0, 'revision', '', 0),
(3153, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'For the longest time, the mattress industry seemed impervious to the digital disruption rocking so many business sectors, from hotels to music. Then, in 2014, Casper Sleep introduced the bed-in-a-box, a mattress ordered online and delivered, neatly compressed, in a cardboard box. Initial orders were impressive and media coverage loud. After that, a slew of other online rivals, like Tuft &amp; Needle and Leesa, entered the market with their own competitive versions.\r\nAccording to Warren Kornblum, interim CMO at Serta Simmons Bedding (SSB), one of the leaders in the industry and seller of the Serta and Simmons mattress brands, Casper\'s success came as a proverbial wake-up call. Consumers, the company realized, found mattress shopping annoying, time-consuming, and confusing, and were, in fact, thrilled that there was an easier alternative.\r\n\r\nSo SSB stepped up its game, enlisting marketing as a big player. Working hand in hand with product development, it launched a new social media effort to establish the brand as a thought leader in the sleep space. In June, the company also introduced its own direct-to-consumer line called Tomorrow Sleep. \"The first reaction of many companies in this situation might be to throw up your hands and say, \'woe is me,\'\" Kornblum says. \"But it made us realize that, for many years, the mattress industry had been doing things the same way and speaking more to itself than the consumer.\"\r\n\r\nKornblum is in a better position than his counterparts in many other disrupted industries. <a href=\"https://www.architecturaldigest.com/story/how-startup-casper-disrupted-the-mattress-industry\">In an interview with <em>Architectural Digest</em></a>, Casper cofounder and COO Neil Parikh estimates companies like his have cornered perhaps 10 percent of the market so far. That growth, Kornblum says, is stymied in part by the conundrum of how dissatisfied consumers return the mattresses, since the bedding arrives compressed and, once unfurled, can\'t fit back in the box. Still, the situation shows how vulnerable many industries are to digital disruption and the importance marketing can play in addressing it. What\'s more, if marketers do their jobs right, they can not only forge stronger relationships with customers but also detect trouble on the horizon that warrants action. \"Marketing not only plays a role in this; it should play the key role,\" says David Reibstein, professor of marketing at the Wharton School of Business. \"Marketing is perhaps the most important element in recognizing a disruption is coming.\"\r\n\r\n<strong>Stay Vigilant</strong>\r\nCertainly, as Kornblum knows, one essential response is to react expeditiously, rather than ignoring an impending threat. Perhaps the poster child for what not to do is Eastman Kodak. The venerable former photography giant famously developed digital photography, did little with it, then responded too slowly as the world of photography changed dramatically. It eventually filed for bankruptcy in 2012 before reconstituting as a smaller company. Ultimately, according to Reibstein, the primary fault lay with marketing, which didn\'t detect customers\' gradual embrace of change and the transformation underway. \"Front and center this was a failure of marketing,\" Reibstein says.\r\n\r\n<strong>\"Every company has to be a tech company.\"</strong>\r\n<strong>— Joshua Shane, VP of business development and strategy at Viewstream\r\n</strong>\r\nThe key to avoiding such a failure, then, is paying attention. Dissatisfaction with a product or service tends to be out there well before disruption bursts onto the scene and takes hold, according to Reibstein. As a result, marketers can pick up clues, sussing out both what\'s coming down the pike that could affect the market — therefore requiring a strong response — and smaller anomalies that are likely to fade away.\r\n\r\nIronically, the marketer\'s most effective tool in watching for signs of disruption is technology, the very thing that most often enables disruption in the first place. \"Every company has to be a tech company,\" says Joshua Shane, VP of business development and strategy at Viewstream, a San Francisco–based technology marketing firm.\r\n\r\nScouring social media continually for customer sentiment is important. To Shane, that\'s a no brainer. More important, he says, is moving away from traditional surveys and focus groups toward tech that can sift through data and analyze patterns in customers\' behavior and understand how they interact with the brand. Doing so requires tapping sophisticated cloud-based platforms that have artificial intelligence (AI) capabilities built in. Without such technology, \"You\'ll fall behind in getting insights that will keep disrupters from coming into your industry,\" Shane says. \"The gap between those really taking advantage of these capabilities and those who don\'t is only going to get wider and wider.\"\r\n\r\nMost importantly, an AI-capable system, drawing on data found in everything from loyalty card purchase-tracking databases to Facebook analytics, uncovers insights a human could not discern. \"It will mine for otherwise buried behavior patterns by particular customer segments that could, in another year, bubble up and become a problem,\" Shane says. With that information, brands can take steps to address the issues before they get worse.\r\n\r\n<strong>Maintain Relevancy</strong>\r\nMany marketing experts point to Netflix, the Los Gatos, Calif.–based streaming media company, as the ultimate example of a brand that, by relying on data analysis, was able to reinvent itself before another player did the disrupting. Netflix, of course, launched its online DVD rental service in 1998 and, a decade later, was on the verge of being disrupted by video on-demand. In response, says Dustin Longstreth, chief marketing and strategy officer at CBX, a New York City–based brand agency, Netflix expanded into streaming third-party content before beginning to produce and distribute original series in 2013.\r\n\r\nIts first major foray in original content, which put the company on the map as a high-quality content producer, was a 13-episode remake of the 1990 BBC series House of Cards. Part of the reason for the show\'s initial popularity, according to Viewstream\'s Shane, is that the marketing team leveraged big data by tapping the company\'s recommendation engine, which pinpointed potential viewers likely to be interested in political drama and then reached out to them.\r\n\r\nUsing data and AI-enabled platforms is important for another reason as well. It can help brands increase their relevance to customers, and that provides a significant protection in the market. For example, by using natural language processes and search analysis, marketers can determine more easily than ever how consumers search for products and services and find the triggers likely to engage them. Through the use of visual recognition, which allows them to pinpoint images that viewers are attracted to, they\'re able to zero in on customer preferences and then provide relevant content. Andrew Swinand, North American CEO at Leo Burnett, the Chicago-based advertising agency, points to a client for whom marketers analyze Facebook pictures of cars people owned and then offer up content related to that type of vehicle. If a picture shows someone, say, standing proudly by a Jaguar, the agency can provide articles about luxury cars. \"If you\'ve increased your relevance to consumers, you\'re in a stronger position no matter what happens,\" he says.\r\n\r\nIn addition, there\'s the matter of convenience, a key driver of consumer response. Such tactics are especially important in an environment where getting stuff quicker, faster, and with more ease is the name of the game. \"Digital disruption usually comes in the form of finding an easier way to do something — increasing convenience,\" Swinand says. \"So marketers must provide relevant information that\'s not distracting. Relevance is a sister to convenience.\"\r\n\r\n<strong>Evolve with the Times</strong>\r\nBrands also can respond to disruptive threats through a repositioning that taps major, relevant consumer trends. For its part, SSB decided to address bed-in-a-box upstarts by remaking itself into a \"sleep company,\" says Kornblum, tapping growing interest in healthy living, especially in sleep, along with diet and fitness, as essential ingredients. \"The part we can help with is the sleep part,\" he says. That\'s partly meant pushing out online content establishing the company as the go-to source for sleep improvement. It\'s also involved emphasizing products equipped with new technology, like sleep trackers that unobtrusively measure the quality of consumers\' slumber, allowing people to see patterns in, say, how the quality of their sleep might be affected when they drink an extra glass of wine the night before.\r\n\r\nThe repositioning of SSB also meant working closely with product development. \"We\'re attached at the hip,\" Kornblum says. In fact, he emphasizes the importance for marketers to break out of silos and work closely with other functions, like operations and product development.\r\n\r\nAs marketers step up their analyses of customer data and discern important patterns, they need to be able to share that intelligence with the rest of the company. \"If you work in silos, others in the company can\'t take advantage of patterns that marketing finds,\" says Shane of Viewstream. \"We have to be champions in our own organizations.\"\r\n\r\n<strong>Do the Disrupting</strong>\r\nConsumers these days, of course, tend to do a lot of research online before making a purchase. That\'s true for just about any product, from mattresses to cars. Consequently, marketers have to know where potential customers go to get their information and be ready with the right engaging content at every step of the purchasing process, or face the possibility of losing ground to more innovative and attentive brands. \"You\'ve got to provide a greater amount of content to the buyer than ever before and make sure they can get it as easily as possible,\" says Tracy Eiler, CMO at InsideView, which sells targeting intelligence solutions that help sales and marketing teams. The more engaged the customer is, Eiler asserts, the greater the opportunity for marketers to control the conversation and the brand\'s image before, during, and after a disruption.\r\n\r\nUltimately, no one can predict just how their industry could be upended. \"I don\'t think anybody has a crystal ball with which they can clearly see the technology that\'s going to disrupt them,\" says Longstreth. But marketers who stay on top of trends, continually comb through data to see what\'s on customers\' minds, and learn to face up to market changes are less likely to be caught off guard — and more likely address disruption successfully.\r\n\r\nOriginally published by <a href=\"https://www.ana.net/magazines/show/id/ana-2017-11-how-brands-should-deal-with-disruption\">ANA Magazine</a>\r\nPhoto courtesy of Netflix', 'When Disruption Happens, What’s the Best Way for Brands to Respond?', '', 'inherit', 'closed', 'closed', '', '2300-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2300, 'http://cbx.cappendev.com/2300-revision-v1', 0, 'revision', '', 0),
(3154, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Nancy Brown\nCPGs forge emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.\n\nBack in the 1960s, the acronym “KISS”—”Keep it simple, stupid”—began showing up on bumper stickers, billboards, and t-shirts across the country. A design principle first used by the U.S. Navy, “Keep it simple, stupid” is defined by the belief that most systems work best if they are kept simple rather than made complex.</br>\nThroughout history, this sentiment has been championed by many esteemed artists and thinkers, among them Leonardo da Vinci (“Simplicity is the ultimate sophistication”) and Mies Van Der Rohe (“Less is more”). And in the decades since it became a cultural touchstone, everyone from software designers to animators has hopped on the KISS bandwagon.</br>\nToday, simple is still better, and now consumers have caught the KISS fever as well. After all, everyone today wants their lives to be simple—especially busy moms and dads who want to give their families simple, healthy, wholesome meals without all the fuss. Simple is now mainstream, not alternative, and it has become synonymous with imperfect and raw, not perfect and quiet. So it’s no surprise that consumer packaged goods companies have taken notice of this fact and are forging emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.</br>\nMost significantly, “simple” brands are showcasing their simplicity on pack, putting their single most important idea front-and-center through photography and copy. Brands such as Simply juice, Simplait yogurt, Simple Skincare, Wellness Simple dog food, and Lay’s Simply Natural Potato Chips wear their simple pride on their chests with packaging that is minimal, elegant, and free of all the fuss.</br>\nHere are five “ingredients” that brands can use to communicate the simple ethos on-pack:</br>\n<strong> 1. Put your simplicity front-and-center.\n</strong>\n\n“Simple” and “simply” are being used both in product names and in their subheads. Pillsbury Simply touts its simple status right there in the title, while Dorset Cereals modifies its brand name by calling itself “simply delicious muesli.” Simple is becoming mainstream consumer language now, and can be found on more products than you may realize.</br>\n<strong>2. List your ingredients.</strong>\n\nSimple products usually contain just a handful of ingredients, which they put front-and-center on their packaging. For example, Simplait from Yoplait has “just 6 simple ingredients,” as indicated in copy sandwiched between the brand name and a large product illustration. Lay’s Simply Natural Potato Chips lists just three ingredients—potatoes, expeller-pressed sunflower oil, and sea salt—on its bag…although that still doesn’t exactly make them good for you!</br>\n<strong> 3. Show your product.\n</strong>\n\nTo cue appetite appeal, simple brands are literally and figuratively showing their products on their packaging. Simply Juice from Simply Orange Juice Co. uses fruit photography on its labels to convey that there’s not much more inside their bottles than the purest form of the product. Dorset Farms cereal boxes feature peek-a-boo windows that let you see the all-natural granola inside…and not much else.</br>\n<strong>4. Go heavy on the white space.</strong>\n\nNothing conveys simple like a whole lot of white space. Many brands try to pack a lot of claims and visuals on their products, but simple brands make it clear that they are really just about offering the good stuff—no misleading claims or unnecessary graphics to bog them down. Ceres All-Natural Juices takes this approach, and as a result, really makes the product the star.</br>\n<strong>5. Stress your single most-important message.\n</strong>\n\nSimple products focus their brands on one concise message and then drive that message home. Simple Skincare products from Unilever put the copy, “No perfume, no colour” on its packaging, telling you what’s not inside, as opposed to what is. Wellness Simple Dog Food puts its “SIMPLE” moniker in large, capital letters, and also adds “Limited Ingredient Diet” directly underneath, to make it known that Fido is getting only the very best, curated ingredients in his food.\n\n&nbsp;\n\n<a href=\"http://www.packworld.com/package-design/strategy/when-it-comes-package-design-keep-it-simple-stupid\" target=\"_blank\">http://www.packworld.com/package-design/strategy/when-it-comes-package-design-keep-it-simple-stupid</a>', 'When it comes to package design, \'Keep it simple\'', '', 'inherit', 'closed', 'closed', '', '1823-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1823, 'http://cbx.cappendev.com/1823-revision-v1', 0, 'revision', '', 0),
(3155, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'By Todd Maute\r\nWhere on “The Spectrum of Love” does your private label brand live? After all, if you think about how people relate to brands, there really is quite a broad array of possibilities, from the cynical (“I couldn’t care less about that brand.”) to the quasi-mystical (“The brand and I are one.”).\r\n\r\nOn one end of this spectrum — call it the left side — you start with brands that are sadly lacking for love stories of any kind. These are brands people know about but rarely or never use. On the other side of the scale are those beloved, even iconic, brands people gladly identify with and use.\r\n\r\nUnfortunately, the ho-hum side of the spectrum happens to be where a great many private label brands reside. This includes everything from below-average product quality to meet a price point to the merely functional. The common thread is the lack of inspiration in packaging and overall product and brand vision. There is simply nothing interesting or enticing about many of these products; they elicit a “So what?” type of response from consumers.\r\n\r\nFor the most part, private label branding continues to be rooted in appeals to the price-conscious buyer, in a relationship that feels more transactional than emotional. When it comes to private label brands, one could ask, “Where’s the love?”\r\n\r\nA prerequisite is persuading retailers of the need for private label to transcend the mundane in the first place. After all, if the retailer sees its brands through the functional lens, its customers are bound to do the same. By contrast, when retailers embrace and love their brands, consumers will as well.\r\n\r\nSome might not see anything wrong with accepting private label as merely functional. However, would they actually go on the record to admit that their highest aspirations are to be followers rather than leaders? In what other competitive arena is this passive mentality considered acceptable? Imagine being a brand manager at Apple, Nike or some other national brand and saying to the c-suite execs: “Sure, people like those other products way better than ours, but our latest sales are still OK.” Cut to the scene where you head out to your car with the contents of your desk in a cardboard box.\r\n\r\nThe question, then, is how to find a way to make private label brands live in consumers’ hearts and minds?\r\n\r\nThe uninspiring part of the spectrum is about low or nonexistent expectations. Happier with a name-brand light bulb because of its aura of greater longevity, a customer nonetheless grabs a private label brand on the way out of the store; it was the first one she saw, and it might be as good as the national brand — it’s only a light bulb after all. Intent on buying some Ben &amp; Jerry’s “Karamel Sutra,” another disappointed shopper grabs a private label brand she has never heard of; they were out of Karamel Sutra, and the retailer’s brand looks kind of similar and is cheaper, to boot.\r\n\r\nMoving to the more emotionally resonant part of the spectrum, you start to find brands that people actually enjoy or even love to use. One example is Trader Joe’s, where lively atmosphere and enthusiastic customer service help make up for the shortcomings of the company’s whimsical but imperfect packaging. Nonetheless, most consumers are happy with the net effect, and the chain’s hardcore fans really do love going to Trader Joe’s and buying their products. Consider that in May, Trader Joe’s once again came out on top after Market Force Information asked 6,200 consumers to name their overall favorite grocery store.\r\n\r\nThe research firm noted in a release: “With its quirky branding, unique private label products such as Speculoos Cookie Butter and Green Tea Mints, and a constantly rotating array of merchandise, Trader Joe’s has amassed a loyal following of shoppers looking for an unconventional grocery shopping experience with a neighborhood feel. The national chain is regularly recognized for delivering a level of service and customer satisfaction that exceeds expectations.”\r\n\r\nLikewise, Amazon’s Kindle is a private label brand beloved by millions of digital bibliophiles. These on-the-go readers will never forget that first experience of, say, getting stuck with a lengthy flight delay but then, within seconds, downloading a juicy book to help them while away the hours at the airport (and it would be much easier to read, if only CNN wasn’t blaring over the TVs). Building on this initial masterstroke of innovation, Amazon has retained these customers’ loyalty by continually upgrading Kindle technology and, much to the chagrin of Amazon’s rivals, doing everything it can to corner the market on digital books.\r\n\r\nAnother example of an emotive private label brand is Duane Reade’s deLish, which scored a hit by speaking to New Yorkers in their own language (“delish” is a legitimate adjective among native New Yorkers of all stripes) and offering convenient, sophisticated food options.\r\n\r\nWith this spectrum in mind, here are few big-picture approaches that can move private label brands toward the emotional end.\r\n\r\n<strong>Embrace your  hometown and bring it to life on pack.</strong>\r\n\r\nHave you ever heard of a hyper-local restaurant? That’s a trendy way of describing a restaurant that has its own garden — onsite. In today’s marketplace, consumers are in love with all things local. If your private label narrative includes a hometown-oriented origin story or founder, consider making it a part of the package as Duane Reade has done with Skyline, which features a UPC code in the shape of the city’s famous horizon. Most retailers are regional. Why shouldn’t they make a bigger regional play with their private label?\r\n\r\n<strong>Have fun.</strong>\r\n\r\nBranding is always serious business. But this doesn’t mean your private label brands have to be prim and proper. Bright colors are no longer sufficient to pop at shelf. The wry wit of a standup comedian? That is something people don’t expect on the product aisle. Done right, humor and lightness can be a differentiator.\r\n\r\n<strong> It’s OK to be bold and beautiful.</strong>\r\n\r\nDesign matters. Consider the simple white packaging at Waitrose. This is elegance in action. When you create a new brand, the results of your approach don’t have to be measured solely in terms of sales or market share; there is also the dimension of aesthetic success and the pursuit of broader goals such as customer loyalty and long-term brand building. (Remember, too, that good design doesn’t have to be expensive. Even chains with small budgets can leverage design and shopper insights to create love affairs with their customers.) How invested are you in making sure the brand is forward-looking and relevant? Are you taking any risks? How do you want the brand to make people feel?\r\n\r\nIndeed, many retailers would do well to think more about the role of emotion and personality. Find out not just how much money your core customers want to spend, but also learn what kind of statements they want to make about themselves. Study what makes them laugh or causes them to roll their eyes. If something about the product is awkward or embarrassing — maybe it’s in the hygiene or cleaning category — would trying to hide this aspect of the product really work? Or, would it be better to “keep it real” by taking the unconventional route in a way that causes your consumers to smile or even laugh?\r\n\r\nCan every private label brand move up the spectrum? No doubt. There is clearly a huge amount of room for private brands to bolster their emotional appeal. If you ignore the emotional side of the spectrum by sticking with a functional approach, how can you take your brand to the next level?\r\n\r\nRead more: <a href=\"http://www.brandpackaging.com/articles/84832-wheres-the-private-label-love\" target=\"_blank\">www.brandpackaging.com/articles/84832-wheres-the-private-label-love</a>', 'Where\'s the (Private Label) Love?', '', 'inherit', 'closed', 'closed', '', '1982-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1982, 'http://cbx.cappendev.com/1982-revision-v1', 0, 'revision', '', 0),
(3156, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'For a pair of American brands that recently underwent similarly massive rebrands – Big Heart Pet Brands (formerly of the Del Monte empire) and Jazzercise – heritage was found in the companies’ histories, but also in their values and objectives for the future of their business. American brand agency CBX worked on both rebrands.\r\nBig Heart Pet Brands is, essentially, a new brand. It’s logo and brand system are new. It’s positioning is new. Yet, it is also the only remaining vestige of FMCG giant Del Monte’s business after a sell-off of its human food brands. The company found that its remaining pet-focused holdings were not best served by the Del Monte brand, despite the brand affinity among consumers for the parent company and its own 129-year history.\r\n\r\nSatoru Wakeshima, general manager at CBX, says this was a compelling position as the company was now all about pets. That was a proposition that made sense to its consumers, internal audience and investors alike. “While Del Monte Foods owned strong, well-known leadership brands in this space, such as Milk-Bone – and they very well could have gone the route of calling it the Milk-Bone Pet Company – there was a much bigger opportunity. When you’re creating a brand, you’re telling a story. And our story was more than just about the products this company sells, it was about a mission, a purpose: nurturing the bond between pets and the people who love them, making every day special.”\r\n\r\nWakeshima adds, “Big Heart Pet Brands would be a completely different company than Del Monte Foods and that transformation happened literally, overnight.” Despite throwing off the Del Monte mantle, though, Big Heart Pet Brands focused on its objective – love for one’s pets and the emotions within that relationship. From that standpoint, the brand was able to establish a new heritage in pet care by harnessing the company’s culture, the equity in its renowned brands and a new photographic and visual style. Wakeshima says, “Unless heritage has relevancy, it’s merely that: your past. Brand equity is what you own in the minds of people and there’s tangible, visual equity and there’s the intangible, emotional equity that’s associated with a brand.”\r\n\r\nJazzercise also saw heritage as both a boon and a burden. The high-intensity exercise brand had become inextricably tied to the 1980s, and all the visual clichés inherent in that decade. In rebranding, it had to acknowledge the household brand’s heritage, but also address its relevance to the modern woman.\r\n\r\n“A rebrand allows any business to take a step back and evaluate its past, present and future place in the market and wider world. Ultimately, it’s a moment to identify its raison d’être”\r\nCreative director at CBX, Alison Koller, says Jazzercise chose a frank, straightforward tone of voice that recognised and dispelled the associations the brand had with the past. But it also remained true to its core proposition of offering fun, intense workouts infused with choreography and dance music. Koller says, “We looked at all of the historical materials from Jazzercise, and understood that the name was the one clear piece of equity for the brand. The visual elements, however, needed a complete transformation... Innovation can come in the form of a new product or service. In the case of Jazzercise, the simple extension of the brand into greater strength and higher intensity toning (still based in dance) was a straightforward innovation.”\r\n\r\nSee full story in <a href=\"http://www.transformmagazine.net/articles/2015/who-am-i-heritage-and-rebranding/\" target=\"_blank\">Transform Magazine</a>.', 'Who Am I?: Heritage and Rebranding', '', 'inherit', 'closed', 'closed', '', '2125-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2125, 'http://cbx.cappendev.com/2125-revision-v1', 0, 'revision', '', 0),
(3157, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<strong>The challenges of merchandising in the ethnic foods aisle</strong>\r\nThe other day I was in the “ethnic” aisle at our local <a href=\"http://smartblogs.com/tag/food-retail/\" target=\"_blank\">grocery store </a>picking up some items I needed for a few home-cooked meals. As I strolled past the likes of Mission brand tortillas, Ortega salsa, Kikkoman soy sauce and Goya black beans, the experience at the shelf was unremarkable — that is, until I noticed the Taco Bell-branded taco shells. I had seen them before, butthis time, for some reason, I paused. I was in the ethnic aisle. And there was Taco Bell. In the ethnic aisle. Taco Bell. Ethnic? I found myself contemplating the whole Venn diagram of ethnicity and branding in U.S. retail today — and the way our thinking around these issues can create unnecessary redundancy and confusion.\r\n\r\nFor starters, this is America. Aren’t we all ethnic? The globalization of cuisine doesn’t just affect major metro areas. This is a national trend. After all, you’re just as likely to find Chipotle in Murfreesboro, Tenn., as in Los Angeles, New York or Chicago. Meanwhile, Chinese and Japanese restaurants are in small-town strip malls across the country. In the U.S., believe it or not, salsa outsells ketchup, and tortillas outsell white bread. Did I not just hear a sriracha reference in “Pitch Perfect 2?”\r\n\r\nWhat makes tacos ethnic and spaghetti not ethnic? In a Whole Foods in New York City, seaweed snacks were recently moved from the ethnic aisle to the snack aisle. If seaweed can live next to granola bars, can’t soy sauce live next to hot sauce? This is an issue for retailers, who are creating redundancies around the store. There’s so much pressure on making every square foot count, and yet ethnic aisles include items such as beans, soda, rice, oils and spices. Why double-merchandise? Meat, dairy and produce are grouped, and consumers seem to understand the rationale just fine. Although they come from various climates and geographies around the world, I don’t find it confusing or inconvenient that bananas, corn, mangoes, avocados and apples can all be found in the same area.\r\n\r\nGreater exposure — bringing more shoppers and families into the mix, regardless of ethnic identity, and exposing them to additional tastes and foods — is the missed opportunity here for brands. In a word, that means missed sales. In my local Shoprite, you can only find sriracha in the ethnic aisle, and yet sriracha is trending. Its sales have skyrocketed in recent years. There’s no doubt that families staying in center store and looking for hot sauce options should see these “ethnic” options as well. Food is universal. It’s a win for brands and retailers.\r\n\r\nWhy would Goya not want to compete with all of the other major brands? Couldn’t Goya win on authenticity and flavor with many audiences outside of its target consumers? Wouldn’t the same be true for other brands stuck in the ethnic aisle? Won’t more exposure lead to more interest, more recipes and more sales? It makes me think of the Apple brand. Apple used to be an exclusive club, meant for creatives and other cool tech folks who wanted to think differently. Well, Apple did a great job of saturating that market and decided that in order to grow, it needed to expand its customer base and appeal to a wider audience. Apple’s ads, messaging and product design went from edgy to functional. The brand transformed itself from an exclusive club into everyone’s favorite Mother’s Day gift. Huge financial growth ensued.\r\n\r\nAlong the same lines, salsa, sriracha and soy sauce should be allowed to rub elbows with the rest of the condiments we all hold dear. Enough with the ethnic-aisle redundancies. Let taco shells and tortillas go head-to-head with bread. Let rice be with rice, olives with olives, spices with spices, and beans with beans.\r\n\r\nOriginally published in <a href=\"http://smartblogs.com/food-and-beverage/2015/07/15/who-moved-my-seaweed-the-challenges-of-merchandising-in-the-ethnic-foods-aisle/\" target=\"_blank\">SmartBlog Food &amp; Bev</a>.', 'Who Moved My Seaweed?', '', 'inherit', 'closed', 'closed', '', '2119-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2119, 'http://cbx.cappendev.com/2119-revision-v1', 0, 'revision', '', 0),
(3158, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<a title=\"James Sundstad Joins CBX as V.P., Branded Environments\" href=\"http://www.cbx.com/news/james-sundstad-joins-cbx-as-v-p-branded-environments/\" target=\"_blank\">James Sundstad, VP Branded Environments</a> is speaking at Globalshop 2016.\r\n<strong>Wednesday, March 23 @ 10:30am</strong>\r\n<strong>Room: Islander G</strong>\r\n\r\nHave you read any retail trend forecasts lately? Let’s face it: many so called “trends” are just the cost of doing business (mobile payments, customization, small-format anybody?). Yes, technology will be a part of retailing this year, just as it was in 2013 or for that matter, 2010. 2016 will most certainly see a continued evolution of what retail is and what it does. For this forecast, James Sundstad will concentrate on physical retail, since he believes that this is where the innovation will—and indeed, must—occur. E-tailers and hybrid-tailers will continue to make transactions easier and safer while adding algorithms that suggest products and services tailored to the individual. Online purchasing will become more intuitive and smarter, connecting you with various electronic devices, apps and, soon, even your refrigerator and closet. Because of this, retail designers will focus on humanizing the in-store experience. The goal is to give consumers a reason to get out of their pajamas and walk into a store. In this session, Sundstad will uncover those not-so-obvious trends that will make a difference in retail of the future.\r\n\r\nLearning Objectives:\r\n\r\n1. Learn what categories are innovating at retail\r\n2. Learn how to keep consumers at the center\r\n3. Understand how Design and Business converge to cause future trends\r\n4. Leave with real-world examples of trends that are taking shape\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://s15.a2zinc.net/clients/emeraldexpo/gs2016/public/SessionDetails.aspx?FromPage=Speakers.aspx&amp;SessionID=36&amp;nav=true&amp;Role=A%27&amp;utm_source=test+031816&amp;utm_campaign=59094937c2-James_Globalshop_20163_21_2016&amp;utm_medium=email&amp;utm_term=0_dc899c8d0a-59094937c2-\" target=\"_blank\">See more Globalshop information here.</a>', 'Why Algorithms Can\'t Dance: 5 Retail Trends You Haven\'t Already Heard', '', 'inherit', 'closed', 'closed', '', '2162-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2162, 'http://cbx.cappendev.com/2162-revision-v1', 0, 'revision', '', 0);
