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(2278, 1, '2016-10-19 20:01:13', '2016-10-19 20:01:13', '<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', '', 'publish', 'open', 'open', '', 'verbal-identity-on-show-for-first-time-at-london-international-awards', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/verbal-identity-on-show-for-first-time-at-london-international-awards', 0, 'thinking', '', 0),
(2279, 1, '2016-10-30 15:22:57', '2016-10-30 15:22:57', '<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/brow-zigs.jpg\"><img class=\"alignnone size-full wp-image-10346\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/brow-zigs.jpg\" alt=\"brow-zigs\" width=\"891\" height=\"900\" /></a>\r\n&nbsp;\r\n<p style=\"text-align: center;\"><em>Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously.</em></p>\r\n<strong>Women are looking for products and packaging that go beyond the tired clichés of femininity. CBX’ Allison Koller explains how brand owners can create more authentic packaging for female consumers.</strong>\r\n\r\nAllison Koller, Executive Creative Director of CBX, recently gave a TEDx talk on the clichés used in packaging for products geared toward women. Here she answers some questions on the topic and provides examples of how brand owners can convey a more authentic story.\r\n\r\n<strong>Packaging World:</strong>\r\n\r\n<strong>How do female stereotypes and clichés currently manifest themselves in retail product packaging and branding?</strong>\r\n\r\n<strong>Allison Koller:</strong>\r\n\r\nRepresentations of women in packaging and in store displays cue off many of the same clichéd codes present in advertising, where women are depicted as perfect, without flaws. This sets up an unrealistic standard, where women can’t get real. No sweat, no blemishes, no aging, perfectly run households—no individuals with real thoughts or feelings.\r\n\r\nCommon codes include: “Magic”—products that promise to make you flawless, or forget any challenges you may face; “The Ingenue”—an innocent (usually blonde) who never ages; “The Goddess”—either perfectly sculpted from a sweat-free workout or wearing a sparkling golden gown; “The Modern Miracle Mom”—house in order, dinner on the table, perfect birthday parties, blogging about it all; and “The Exotic”— an all too common representation of women of color as mysterious, sultry, or fiery.\r\n\r\nDesign language in packaging can quickly fall into shorthand to convey, “This is for a woman.” This includes graphic cues such as soft, pastel colors and curvy shapes, floral and butterfly motifs, and lace. It’s a singular idea of what femininity and being female should be, one that is outdated and infantilizing.\r\n\r\n<strong>You might say that some of these representations are aspirational. Why are they no longer relevant?</strong>\r\n\r\nThese codes for femininity do set an aspirational expectation. It’s just another place for women to measure up to a definition of “perfection.” Many women have moved on to set their own standard for beauty, for motherhood, and for being a professional. Brands that create a platform for their audience to be themselves are much more relevant than those that dictate a specific way of being.\r\n\r\n<strong>Do you think it’s something female consumers are conscious of? Are they looking for alternatives?</strong>\r\n\r\nClichéd codes often fade into the background. They are expected, so their impact is dulled. They’ve become just another beautiful face, or a perfect body selling something.\r\n\r\nFrom my experience listening to consumers in focus groups for a myriad of products made for women, yes, women are very open to something different, something outside the girlie cliché. In some cases they demand it.\r\n\r\nBased on the cultural impact of campaigns like Dove’s Real Beauty, Like a Girl from Always, and Under Armour’s I Will What I Want, and even the packaging for U by Kotex, the opportunity to present an alternative to the cliché is rich. These brands found a new way to address women in categories that previously upheld standards of perfection for women. What may have initially felt like a risk, turned out to reap great rewards.\r\n\r\n<strong>What are some examples of package designs that rely on these stereotypes?</strong>\r\n\r\nMany brands in the feminine and personal care categories continue to use clichéd codes for femininity in packaging design. They fall into the trap of “for woman = soft or pink,” as if we need to be reminded that “women like flowers” when we have our periods.\r\n\r\n<strong>How can brand owners convey more authentic messages to female consumers through their package design? What are some examples of brands that have successfully changed the story?</strong>\r\n\r\nPackaging is a perfect place to bring a brand’s tone of voice to life. From claims to romance copy, it is a platform to authentically connect with women. Paired with unexpected visual cues—ditch the pastels and flowers—a new story can emerge. A story where brands get real and cut her a break, or challenge her with new ideas. There are as many ways to say, “I’m for you,” as there are women out there. Be a coach in her success, a rebel in a tired category, someone that is infinitely relatable, not just a goddess or ingénue. Would a rebel show up to a protest wearing a gold ball gown? Ensuring authenticity is essential to your brand’s success.\r\n\r\nThere are excellent examples of brands that have found this authentic voice through packaging, sometimes in unexpected places, like beauty. Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously. Products like “fake up,” “benetint,” “high beam,” and “hello flawless” invite women in with humor, expressive patterns, and typography.\r\n\r\nBumble and Bumble hair care takes a similar approach to design through the use of distinctive patterns, textures, and copy for each product, which mirrors its inclusive portfolio for every hair type and styling goal.\r\n\r\nKY has expanded sexual wellness to include women’s pleasure, and has breakthrough packaging to match. Yours &amp; Mine is not shy about its purpose or impact at shelf.\r\n\r\nKind bars flipped the (female) nutritional bar category on its head, using a name and clean, linear graphics that convey the elemental nature of the product, not a feminine cliché. The brand has recently built on its success with the launch of STRONG, launched for women seeking some extra protein for their (warrior-like) workouts.\r\n\r\n<strong>Is there a still a place for traditional feminine visual cues, depending on the product?</strong>\r\n\r\nIt is difficult to argue against a gorgeous, perfectly styled mane of hair in the hair-care category, or some sparkle in oral care packaging. However, there are always opportunities to be more inclusive in depictions of what is an aspirational image.\r\n\r\n<em><a href=\"http://www.cbx.com/videos/allison-koller-at-ted/?utm_medium=Print&amp;utm_source=pwgoto\" target=\"_blank\">Watch a video of Koller’s TEDx talk.</a> </em>\r\n\r\nOriginally published by <a href=\"http://www.packworld.com/package-design/strategy/scrap-stale-female-cliches\" target=\"_blank\">Packaging World</a>\r\nPhoto courtesy of Packaging World', 'Scrap the stale female clichés', '', 'publish', 'open', 'open', '', 'scrap-the-stale-female-cliches', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/scrap-the-stale-female-cliches', 0, 'thinking', '', 0),
(2280, 1, '2018-09-27 17:42:11', '0000-00-00 00:00:00', '<strong>Smart merchandising can use the perimeter to boost center store.</strong>\r\nIt’s no secret that in the grocery channel, growth among perimeter departments is outpacing that of center store, and is anticipated to continue doing so through the rest of the decade.\r\n\r\nWhile center store sales are projected to grow from $205 billion in 2015 to $216 billion by 2020, perimeter sales are anticipated to rise from $296 billion in 2014 to $346 billion by 2019 — a whopping $50 billion, according to Chicago-based market research firm Mintel.\r\n\r\nThe reason behind this switch is clear: Americans are increasingly “counting ingredients, not calories,” eschewing heavily processed foods for fresh and natural offerings, says Euromonitor, a market researcher based in Chicago, in its April 2016 “Fresh Food in the U.S.” report.\r\n\r\nWith the rise in e-commerce, however, trips to brick-and-mortar grocery stores are on the decline, warns Stacey Ring-Sanders, VP of category management with Battle Creek, Mich.-based Kellogg Co. As a result, grocers are feeling increased pressure to ensure that they’re meeting their shoppers’ needs, making it important to develop solutions and pair items across the store to maximize sales as much as possible.\r\n\r\nA good way to do this is to work with suppliers and across departments, leveraging the perimeter’s booming popularity to boost exposure and sales of products typically seen as more processed — namely, shelf-stable and frozen items.\r\n\r\n<strong>Shelf-stable Opportunities Abound</strong>\r\n\r\nShelf-stable products are relatively easy to move to other areas of the store and promote alongside complementary fresh items. To do so, however, grocers must understand consumers’ attitudes, lifestyles and purchase behavior.\r\n\r\nOne major consumer behavior worth noting: The busy world and increasing access to exotic flavors are pulling consumers in two different directions, pitting a desire for more exotic, complex dishes that often incorporate fresh ingredients against a cramped schedule barely allowing for a phone call to order pizza.\r\n\r\nMatt Pabst, director of shopper marketing at Omaha, Neb.-based ConAgra Foods, suggests that marrying the convenience of shelf-stable products with the desirability of fresh products is a critical way of approaching cross-merchandising and -promotions in the center store category.\r\n\r\nFor instance, ConAgra partnered with its retailer clients to share with customers its “Rockin’ Guac” recipe, which pairs Ro-Tel’s canned diced tomatoes and green chilies with Avocados From Mexico avocados and perimeter items. Doing so removes a time-consuming step from preparation — dicing the tomatoes and peppers — while still giving consumers the feeling that they created something by mashing the avocados and mixing them with the other ingredients, as well as imparting the satisfaction of enjoying fresh foods.\r\n\r\nBeyond tastes, time of year also can lend itself to convenience-minded cross-merchandising and -promotion solutions between shelf-stable and fresh.\r\n\r\nOne of the more stressful periods for time-starved families is the back-to-school season, which can leave parents with little time to put together a healthful lunch or snack for their kids. And considering that parents today are more interested than ever in having their kids eat fresh, less-processed foods, adding fresh components to cross-merchandised and -promoted solutions can help retailers give parents peace of mind while driving sales.\r\n\r\nAs an example, shelf-stable peanut butter could pair well with fresh sliced breads in the bakery section, especially around back-to-school season, and offer a strong sampling opportunity. Brian Evangelista, brand manager with ConAgra, notes that during that period in 2015, its Peter Pan brand partnered with retailer clients to create trial programs based around its new Simply Ground peanut butter, which boasts a texture somewhere between creamy and crunchy peanut butters.\r\n\r\n“To bring the first texture innovation in this category for many years, we needed to focus on in-store demonstrations to share the experience with consumers,” he says. “Simply Ground is very important to the lunchbox occasion because it is the only spreadable crunch on the market,” as traditional crunchy peanut butter is more likely to tear bread apart when spread with a knife.\r\n\r\nAdditionally, category managers could work to cross-merchandise and -promote on health-and-wellness messaging. For instance, pairing free-from shelf-stable products with complementary perimeter items sporting similar free-from statements could help drive basket ring. “It’s critical that retailers have category assortments that more completely meet the different and relevant health needs of their shoppers,” says Nicolas Martinez, director of shopper insights with ConAgra.\r\n\r\n“This includes specific health needs like natural, gluten-free and organic.”\r\n\r\n<strong>Frozen Tougher to Crack</strong>\r\n\r\nWhile cross-merchandising or -promoting shelf-stable products around the perimeter requires just a bit of creative thinking, doing the same with frozen items can be far trickier. For one, such products can’t easily be merchandised outside of the frozen aisle, meaning that cross-promotions tend to be easier.\r\n\r\n“You need to have wheel-able cases to actually cross-merchandise,” points out Todd Maute, partner with New York-based retail branding firm CBX.\r\n\r\nBut the even bigger concern here is that grocers in recent years are seeing a trend in frozen foods opposite of the one in fresh perimeter departments, given consumers’ desire for more natural, less-processed foods.\r\n\r\nA good example is ready meals: The largest frozen subcategory, with sales of $8.1 billion in 2015, it fell $1 billion at the same time that the second-largest subcategory, prepared salads, with sales of $4.8 billion in 2015, grew 25 percent in value, Euromonitor notes in its December 2015 “Ready Meals in the U.S.” report. These results reflect Americans’ increasing preference for freshness, and their rising disposable incomes.\r\n\r\nThere are two areas, however, that could help with fresh-frozen cross-merchandising and -promotion: specialty and better-for-you. According to Saj Khan, VP of grocery operations and purchasing with Woodland, Calif.-based grocery chain Nugget Markets, if a frozen food doesn’t fall into either of these two categories, then it’s probably seen as loaded with preservatives.\r\n\r\n“I’m not going to have Eggo waffles or Hot Pockets or frozen pizza over in those areas,” he says.\r\n\r\nVolume sales of ice cream, for instance, are down, Mintel notes. However, interest in premium offerings here has been on the rise, helping keep market sales afloat, as many consumers are willing to pay a premium for these products. Sales of Nugget’s super-premium ice cream are “through the roof,” Khan says, which also helps with cross-promotions: The ice cream pairs well with “super-decadent” desserts, pies and breads.\r\n\r\n“Stuff like that is what’s really selling for us,” Khan observes.\r\n\r\nBut it can’t always be just the frozen specialty items like ice cream and fresh strawberries; specialty fresh items among the staples, especially in produce, also are important, according to Scottsdale, Ariz.-based produce supplier AmeriFresh in its March 2015 “Ten Tips for Retail Produce Merchandising” blog entry. Such items can pique the curiosity of patrons, bringing more of them into the department and leading to more visibility of all products in the program.\r\n\r\nAs for Nugget’s better-for-you items, frozen fruit is a good example of a better-for-you frozen product that’s a big seller, Khan says, and one that has potential for cross-promoting with fresh products such as other types of fruit, considering how many consumers use them to make smoothies or protein shakes. While frozen sales are struggling, frozen fruit does well because consumers see it as minimally processed and as healthful as its fresh counterpart, making products like this suitable for cross-promoting with fresh, suggests Euromonitor in “Fresh Food in the U.S.”\r\n\r\nThe reverse of cross-merchandising or -promoting frozen in the perimeter also can work for some grocers, although it might not be easy. While many grocers house most of their frozen foods in upright freezer cases with doors, for instance, Trader Joe’s uses coffin cases solely, allowing the grocer to place shelves above the cases for cross-merchandising purposes. Although the Monrovia, Calif.-based grocer typically merchandises shelf-stable offerings — some of which are cross-merchandised — above the coffin cases, it has cross-merchandised some fresh items in that area, such as lemons, CBX’s Maute notes.\r\n\r\n<strong>Simplicity Succeeds</strong>\r\n\r\nWhatever formats are being cross-merchandised or -promoted — frozen with fresh, shelf-stable with fresh, etc. — ultimately, no effort will be successful without full communication and collaboration between category managers. After all, why would a frozen buyer whose only job is to grow the frozen category want to work with someone handling fresh produce?\r\n\r\n“I think there’s got to be some overall company initiative, like ‘What problem are we going to solve?’ — whether it’s to increase frozen sales, increase meal solutions or give consumers the convenience they need,” Maute says. “In addition to that, both the frozen manufacturers, as well as some of the fresh providers, could collaborate on creating those solutions, and the retailer could be the conduit to actually pull those together.”\r\n\r\nAnd as is the case in many promotional and merchandising practices, grocers need to remember that simplicity typically succeeds. Retailers need to keep in mind their size and volume limitations with displays, as well as the type of product they’re trying to move. They also need not to overcomplicate promotions.\r\n\r\nIn its blog entry, AmeriFresh noted that piling on too many complementary items can cause customers to lose focus on the product the retailer is trying to move in the first place, resulting in less impact. Ultimately, retailers should position each item on display as a good deal that also provides customers with a unique culinary opportunity.\r\n\r\n“It’s critical that retailers have category assortments that more completely meet the different and relevant health needs of their shoppers.”\r\n<strong>—Nicolas Martinez, ConAgra Foods</strong>\r\n\r\n“Frozen manufacturers, as well as some of the fresh providers, could collaborate on creating those solutions, and the retailer could be the conduit to actually pull those together.”\r\n<strong>—Todd Maute, CBX</strong>', 'Fresh Thinking', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2280', 0, 'thinking', '', 0),
(2281, 1, '2016-11-11 17:17:18', '2016-11-11 17:17:18', 'CBX, the brand agency and retail design consultancy headquartered here, took home two awards in the newly-created Verbal Identity Category at the 2016 LIA Awards.\r\nFormerly known as the London International Advertising Awards, the LIA is a worldwide awards program honoring legends, pioneers and embodiments of excellence in advertising, digital, production, design, music and sound, and technology. In addition to Verbal Identity, awards are presented in 15 other categories, including billboard, branded entertainment, digital, print, radio &amp; audio, and TV/cinema/online film.\r\n\r\nWithin the Verbal Identity category, CBX competed against multiple entrants from agencies throughout the world and garnered Silver awards in both the Naming and Tone of Voice sub-categories. Additionally, a third CBX project was a finalist in Tone of Voice.\r\n\r\nIn Naming, the firm was honored for the development of the brand name Yesway, for a new Des Moines, Iowa-based convenience store chain. “Across America, you either find run-down, old-school gas stations or newfangled artisanal c-stores with made-to-order menus, but nothing in the middle,” said Rachel Bernard, CBX Vice President, Verbal Strategy. “That began to change when Brookwood Financial started acquiring a number of stations in the Midwest, looking to capture a more middle-of-the-road market. The result? Yesway – a simpler, easier, friendlier experience created from the ground up, from the name to the environment to the offer.”\r\n\r\nIn Tone of Voice, CBX was honored for its work for She Should Run, a nonprofit organization committed to advancing women and girls in public leadership. “The simultaneous broadening and diversification of She Should Run’s programs, combined with the meteoric success of programs like ‘Ask a Woman to Run’ and ‘See Joan Run,’ added even more complexity to the nonprofit’s existing communication challenges,” explained Lesley Stordahl, CBX Creative Director. “It needed a unifying messaging and voice framework to deliver clear, consistent and compelling communications. Understanding the barriers female candidates face was key to sharpening the brand’s voice to hit the communications that best motivate women to get in the race. The voice builds on the urgency and passion that women can bring to politics by breaking down these barriers, and rallies them to come forward and be heard. The new She Should Run voice establishes a clear direction for the future – inspiring new generations of women and girls to pursue a more perfect union,”\r\n\r\nThe firm was also named as a finalist in Tone of Voice for its “Deep-Rooted Beauty Care” re-branding of Hain Celestial’s Avalon Organics line of certified organic products. In addition to creating new packaging, design, tagline and nomenclature systems for Avalon’s five product lines, CBX’s team built a brand book; clarified Avalon Organics® brand personality and behaviors; defined the brand’s visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted internal training to support writing around the new master brand.\r\n\r\nThis year, The LIA added Verbal Identity as a category, with sub-categories for Naming, Tone of Voice, Tagline/Endline, and Copywriting. This followed a campaign launched last year by CBX Managing Partner &amp; CEO Gregg S. Lipman, which included a full-page ad in Advertising Age urging major industry awards programs to begin honoring creative agencies for their hard work and creativity in the naming arena.', 'CBX Takes Home Two Awards at 2016 LIA Competition in Newly-created Verbal Identity Category', '', 'publish', 'open', 'open', '', 'cbx-takes-home-two-awards-at-2016-lia-competition-in-newly-created-verbal-identity-category', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-takes-home-two-awards-at-2016-lia-competition-in-newly-created-verbal-identity-category', 0, 'thinking', '', 0),
(2282, 1, '2016-11-14 20:55:31', '2016-11-14 20:55:31', '<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/11/Allison-K-final-retouch-_intranet.jpg\"><img class=\"alignnone size-full wp-image-10366\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/11/Allison-K-final-retouch-_intranet.jpg\" alt=\"allison-k-final-retouch-_intranet\" width=\"220\" height=\"220\" /></a>\r\n<strong>New York City-based CBX is consumer branding firm providing a range of strategic and creative services. As executive creative director, Allison Koller is responsible for providing inspiration, vision, and strategic guidance for the CBX design team. She has led creative and innovation initiatives for such clients as Kimberly-Clark, General Mills, Burt’s Bees, and The Art of Shaving.</strong>\r\n\r\nMost recently, Koller led her team to a Platinum Pentaward for packaging work on behalf of U by Kotex (Kimberly-Clarke). And it’s marketing to women that inspires Koller. In a June TEDx talk in Scotch Plains, N.J., Koller described herself as a swimmer, illustrator, daughter, tennis player, and wife who pays keen attention to the content and subtext of brand messages aimed at women.\r\n\r\n<strong>You said brands need to move beyond the “sea of clichéd visual codes” if they want to connect with real women. Can you give examples of the “tired tropes,” as you call them?</strong>\r\n\r\nI think the most clichéd codes present women as perfect—no flaws allowed. By presenting women without imperfections, we’ve set up an unrealistic standard where women can’t get real. There’s no sweat or blemishes, no aging, and perfectly run households. There are no individuals with real thoughts or feelings represented.\r\n\r\nAmong the most common cliched codes I’ve found is “magic.” The word is used with products that promise to make you flawless, or forget any challenges women may face. Another one is the “Ingénue.” She’s an innocent—usually blonde—woman that never ages. The “Goddess” is either perfectly sculpted from a sweat-free work out or wearing a sparkling gown. We’ve all seen “Modern Miracle Mom” with her house in order, dinner on the table, perfect birthday parties, and blogging all about it. Unfortunately, we still find references to the “Exotic,” a still-all-too-common representation of women of color mysterious, sultry, or fiery.\r\n\r\nTired tropes include the sea of eyes, belly buttons, breasts, and beautiful booties. Messages and images with the power to break through that sea are unexpected. They make you look twice. They shift the cultural conversation.\r\n\r\n<strong>What brands have been successful in shifting the cultural conversation?</strong>\r\n\r\nFortunately, some brands understand the need to keep it real. I think U by Kotex started a new type of dialogue. Kotex wanted to transcend the clichéd codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized the need for a new conversation with young women that broke through the “pretty-princess, flowery noise” of the category. We launched with something undeniably code-and cliché-breaking—the black box with a touch of fun in the brightly colored wrappers. No flowers, no high-tech performance claims.\r\n\r\nElsewhere in the category, we’re seeing it in the “Like a Girl” campaign from Always (Procter &amp; Gamble) that addresses the plummeting self-esteem girls experience around the same time that they get their period. Think has upped the ante with its “period proof’ underwear. Both Kotex and Thinx have taken a rebellious stance. They’re pointing out shortcomings and double standards of the category and culture. That’s allowing them to open up a more honest and real conversation about women’s health, and, in particular, having a period. You just have to ask yourself, if our culture can accept open dialogue about erectile dysfunction, why not periods?\r\n\r\n<strong>Are there others worthy of note?</strong>\r\n\r\nOutside of the feminine category, the health and fitness space has made a shift to embrace real women. Under Armour has stepped up community building through social media. Its “What’s Beautiful” campaign cast amateur female athletes as strong warriors that supported one another. They also expanded the definition of athlete to include ballet dancer Misty Copeland and with supermodel Gisele Bundchen fighting off harsh online criticism in the “I Will What I Want” campaign. It was an inspirational way for them to reach women.\r\n\r\nIn cosmetics, a true pioneer is Dove with its “Real Beauty” campaign. Dove’s tireless commitment to the platform, expanding upon it year after year to make a more inclusive definition of beauty, has inspired so many other brands. You can also see it in American Eagle’s Aerie brand. They made a commitment to not retouch their models’ [photographs] and to use young women who fall outside the super-slim standard. Campaigns like this start to shift the culturally accepted definition of “beautiful woman” from perfect to real.\r\n\r\n<strong>So how do you measure success when connecting with “real” women and not some idealized version? Does social media play a role? What about the physical retail environment or online commerce?</strong>\r\n\r\nI think response in social media is definitely a barometer of success. The “#LikeAGirl” video [has] received more than 62 million views worldwide since 2014 and it’s actually having a positive effect on boys as well. The campaign also netted Procter &amp; Gamble a double-digit increase in product sales. Under Armour paired its “What’s Beautiful” with pop-up workout events around the country, so they were able t directly connect with their customer. When women are active engaging and sharing pieces of their experience, a real connection is made.\r\n\r\nBut a great retail experience isn’t specific to women. Creating an open environment with places to connect to community or have an experience that can’t happen online will ultimately make the difference. Lululemon’s retail model is a prime example. The store doubles as a yoga studio.\r\n\r\nWhile not traditional retail, SoulCycle is another fitness brand that has created a tribe of women that are T-shirt wearing, yellow nail-painting brand evangelists. Toms Shoes is not specific to women, but it’s unquestionably real in its commitments to social responsibility. Toms’ “One for One” program permeates all communications. It’s an underpinning to the retail environment where people can hang out with free Wi-Fi, drink some Toms coffee, attend a yoga class and, of course, browse for shoes and sunglasses. The brand’s core consistency allows it to expand in many directions and make real connections with both men and women.\r\n\r\n<strong>What advice do you have for brand marketers hoping to create campaigns that resonate with real women? You mentioned, for example, notions of “perfection” giving way to imperfection. Can you share a few thoughts?</strong>\r\n\r\nI would urge any brand to take a risk and change the conversation. Show women a more inclusive and inspirational—not just aspirational—picture of the world.\r\n\r\nRather than representing the “Ingénue,” embrace aging in all its beautiful forms. Women can work hard to get results as warriors, not only goddesses. “Magic” is taking a back seat to hard work. The “Modern Miracle Mom” has shifted to homemaking with everyday dads and gender role reversals. Instead of exoticism, we have true diversity.\r\n\r\nExpand the definition of family—look at the recent Tylenol and Honey Maid campaigns—by flipping gender roles and depicting same-sex partnerships. If that sounds too scary, it really shouldn’t, because we’re talking about real life. It comes down to finding the message that’s true to a brand. Next is defining how it can authentically connect with women in a space beyond the cliché, and then living up to that message every singe day.\r\n\r\nOriginally published in Stores Magazine\r\n\r\n&nbsp;', 'Navigating the Sea of Marketing Clichés', '', 'publish', 'open', 'open', '', 'navigating-the-sea-of-marketing-cliches', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/navigating-the-sea-of-marketing-cliches', 0, 'thinking', '', 0),
(2283, 1, '2016-11-18 20:18:48', '2016-11-18 20:18:48', '<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...', '', 'publish', 'open', 'open', '', 'this-years-best-designed-c-store-chains-are', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/this-years-best-designed-c-store-chains-are', 0, 'thinking', '', 0),
(2284, 1, '2016-11-01 16:29:30', '2016-11-01 16:29:30', '<strong>Retailers should better leverage dedicated own-brand teams, consumer insights, and new technology to streamline the branding process</strong>.\r\nDuring a time of negligible population growth—with millennials slow to have children but eager to try new and exotic products—retailers cannot propel private brand sales simply through low-risk line extensions.\r\n\r\n“Because there’s not a lot of population growth, retailers are looking to innovation, and we’re seeing an enormous amount of what’s called ‘rapid prototyping,’” says Todd Maute, a partner with New York-based design consultancy CBX.\r\n\r\nHow could retailers be more innovative in the store brand space? Although the national-brand equivalent tier still resonates with many consumers, market research has shown that millennials—many of whom still live with their parents and have considerable discretionary income—care about transparent sourcing, corporate social responsibility and the avoidance of ingredients they consider to be harmful. These priorities and misgivings, coupled with millennials’ more adventurous, multicultural food and beverage preferences, create opportunities for retailers to develop new must-have premium brands, lines, and SKUs. And with any luck, some of these new products will go viral on social media.\r\n\r\nAmong private brand owners, “there will always be the ‘fast followers,’” observes Doug Baker, vice president of private brands for the Food Marketing Institute (FMI). “But if we can start finding those gaps where consumers have a need we can fill, that’s going to create longevity and a breath of fresh air for private brands. Many retailers are trying to do that, so they are stepping outside the box of what private brands have done for so many years.”\r\n\r\nRetailers face a number of challenges, however, when it comes to rapid development and deployments of groundbreaking private label brands, lines, and products.\r\n\r\n“Speed to market, in my opinion, is critical,” Maute says. “But a lot of retailers have very large [private brand] programs—with as many as 2,000 to 5,000 SKUs. To execute 5,000 SKUs can take years. By the time you’re done, you have to start all over again.”\r\n\r\nSmaller launches—of new and different store brand lines and products—also face hurdles, Baker notes. One of the challenges is guaranteeing the volume that many manufacturing partners require.\r\n\r\nAnother obstacle to a rapid launch is the complexity of the private brand supply chain, Baker points out. Retailers typically work not only with manufacturers, but also with packaging design agencies, pre-press firms, logistics companies, marketing and branding agencies, and many other vendors. A cumbersome, time-consuming approval process for any proposal or change can drastically reduce the speed to market.\r\n\r\nWhat could retailers do, then, to streamline the branding process and bring their own lines and products faster to store shelves? The answers range from reconfiguring corporate infrastructures to more effectively leveraging new technologies to communicate with outside vendors.\r\n\r\n<strong>Dedicate groups to store brands</strong>\r\n\r\nMaute recommends that retailers have dedicated private brand groups—with a deep understanding of category dynamics—that are responsible for the entire branding process.\r\n\r\n“It starts with a commitment to infrastructure within a retailer,” he explains. “Each retailer is structured really differently. Sometimes merchandising owns private label. Sometimes marketing owns a piece of it, but merchandising owns another piece of it. And sometimes there are freestanding groups that own it and collaborate.”\r\n\r\nRetailers with dedicated groups tend to have more streamlined processes in place and realize, for example, that “how people shop for laundry detergent is very different from how they shop for cereal,” Maute says. Such retailers also recognize the need to tailor the branding story to consumer behavior within a particular category.\r\n\r\n<strong>Mine consumer insights</strong>\r\n\r\nMany market research groups are striving to understand consumer behavior across a wide range of demographics and categories. Such market intelligence can help determine optimal package sizes, as well as item varieties.\r\n\r\nWorking with its Private Brand Council (consisting of retailers, wholesalers, and manufacturers) and IRI, FMI has been conducting research specific to how new private brand products are developed and launched and how consumers view and engage with store brand items.\r\n\r\n“We’re scrubbing social media to find out what consumers are actually saying about private brands,” Baker shares.\r\n\r\nHe notes that FMT plans to issue a four-chapter white paper on this research in phases next year, with the first chapter to be released around the end of January.\r\n\r\nPrivate label manufacturers, which frequently work with a range of retailers that target different demographics, can be founts of information on consumer behavior, too. To be innovative with store brands, Retailers and private label manufacturers need to pool their consumer and category insights and collaborate on product development, Baker says, pointing out that creativity can be found on both sides of the partnership.\r\n\r\n“From surveying our Private Brand Council, we know that manufacturers are bringing new items to retailers, and retailers are bringing new items to manufacturers,” he notes, adding that sometimes retailers and manufacturers glean new product ideas during trips overseas.\r\n\r\n<strong>Streamline communication</strong>\r\n\r\nDuring the packaging design phase, which has historically been time-consuming because of all of the external players and required sign-offs, new technologies can help shorten the time to market, Baker suggests.\r\n\r\nTo realize efficiencies, retailers may be tempted to bring or keep design in-house, but that’s usually not a good choice, according to Maute.\r\n\r\n“I believe that design is one of the most under-leverages tools in U.S. private label grocery packaging today,” he adds. “If you were to look at the UK market, which has a significantly higher penetration and market share in private brands, you’ll see that retailers like Tesco and Marks &amp; Spencer and Waitrose use the top design agencies and have some of the most beautiful packages in the marketplace.”\r\n\r\nIndeed, because of technology, design agencies can be used more effectively and efficiently today, allowing a retailer in California, for instance, to work closely with a design team in Chicago, according to Baker.\r\n\r\n“Design companies are setting up monitors and equipment inside of brand owners’ buildings so that retailers can watch photo shoots from their offices in real time and make suggestions and decisions immediately,” he says. “So technology is a major solution in trying to reduce the time it takes to get a product to shelf.”\r\n\r\n<strong>Take smart shortcuts</strong>\r\n\r\nRather than start from scratch with a new brand or line, it can pay to leverage what already has been done. Earth City, Mo.-based Save-A-Lot, a division of Supervalu, Eden Prairie, Minn., came to this conclusion when it acquired the America’s Choice trade name from the bankrupt Great Atlantic &amp; Pacific Tea Company (A&amp;P) in late April. Less than six months later, the retailer is rolling out America’s Choice Creations, its new store brand line of “decadent” sweet and savory shelf-stable products. To diminish the initial time to market and build momentum, the entire line will be introduced in three launch phases.\r\n\r\n“It’s good to take advantage of somebody else’s hard work,” Baker observes. “That brand has been around for such a long time. And in certain areas of the country, it’s going to resonate very well with consumers because they are going to recognize it.\r\n\r\n“In other areas of the country, people will be seeing it for the first time,” he adds. “But whenever you can shorten the learning curve, that makes sense from a branding perspective.\r\n\r\nOriginally published in Store Brands Magazine.', 'Faster to market', '', 'publish', 'open', 'open', '', 'faster-to-market', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/faster-to-market', 0, 'thinking', '', 0),
(2285, 1, '2016-12-12 17:07:49', '2016-12-12 17:07:49', '<strong>Readers weigh in on Van Gogh Vodka\'s redesign.</strong>\r\nIn an effort to animate and reinvigorate the brand’s connection to art, Van Gogh Vodka has redesigned its packaging. “With this new package, we strove to create a collection of labels that are equal parts artistic and appealing—each one had to be a work of art to match the craftsmanship of the liquid inside, translating the spirit of Van Gogh’s Expressionism and bold vision in an engaging manner,” Norman Bonchick, chairman and CEO, 375 Park Avenue Spirits, the importer of Van Gogh Vodka, tells <em>Package Design</em>.\r\n\r\n“It was important that the new package live up to and respect our namesake, Vincent Van Gogh. “By working with an artist who painted through the lens of Van Gogh we were able to have paintings created using our 16 signature flavors as inspiration. Each of these paintings then became one of the labels you see with the release of the new package.”\r\n\r\nIn this the final installment of Field Notes, we ask Package Design readers if the new packages are stars or if the designs leave 375 Park Avenue Spirits’ branding goals in the fields.\r\n<p class=\"p1\"><strong><span class=\"s1\">Allison Koller\r\n</span>Executive creative director, CBX</strong></p>\r\n<p class=\"p1\">There’s no question this is flavored vodka and that it will create a strong block at shelf. Perhaps the missed opportunity is in fully capturing the expressionistic spirit and style of Van Gogh’s paintings. The flavored variants could have been pushed further, so they were less literal and more abstract. This would have created a much more artistic spirit for a brand intent on celebrating its handcrafted tradition.</p>\r\nRead the full article in <a href=\"http://www.packagedesignmag.com/content/field-notes-a-work-of-art\" target=\"_blank\">Package Design Magazine</a>\r\nPhoto courtesy of Package Design Magazine\r\n\r\n&nbsp;', 'A Work of Art?', '', 'publish', 'open', 'open', '', 'a-work-of-art', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/a-work-of-art', 0, 'thinking', '', 0);
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(2286, 1, '2017-01-01 17:16:22', '2017-01-01 17:16:22', '<strong>The gasoline canopy: For most of its existence, it has been a function-first structure, there to provide shelter from the weather and lend light at night.</strong>\r\nAnd in the 50 years since states began legalizing self-serve gas pumps, the canopy has largely retained the shape that reflects this practical purpose: the rectangle. Pure economics has bested creativity, keeping this architectural element frozen in time.\r\n“In the United States, you have so many legacy sites that have been around for so long that to tear [the canopy] down … it’s easier to repaint, restripe and reclad what already exists,” says Joe Bona, founding partner and president of retail design firm MoseleyBona Retail, Franklin, Mass.\r\n\r\nBut as fuel’s share of overall c-store profits continues to fall and in-store profitability rises, it’s time to redefine the canopy’s function and reconsider its investment potential. Yes, it still needs to protect customers from rain and sun. But the entire forecourt can do so much more.\r\n\r\n“It’s one of first things you see, a piece of communication that really reaches out, grabs people’s attention and signals the business that you’re in,” says Bona, who has designed canopies for retailers such as Wawa in the United States, COPEC in Chile and Axion in Argentina. “From that standpoint, the canopy is a pretty important piece of communication.\"\r\n\r\nFueling is an act of faith, Bona says. And through the forecourt, retailers must show that they sell quality fuel via visual, perceptive and experiential elements. A look at leading retailers and their signature canopies shows the potential when one breaks the rectangular mold.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/1.png\"><img class=\"alignnone size-full wp-image-10424\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/1.png\" alt=\"1\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>1. Shape it up</strong>\r\n\r\nConsider the Wawa wing. Scott Boorse, facilities senior external vendor manager for Wawa Inc., Wawa, Pa., was part of the team that orchestrated the chain’s entry into the fuel business 20 years ago. The big question back then: How could Wawa grab a greater share of the declining liquid-fuels market?\r\n\r\nWawa understood that one factor guiding customers’ fuel buying process was the external appearance of the site. It needed to be inviting, “a place you want to go, that drives enthusiasm,” Boorse said during an educational session at the 2016 NACS Show. With that in mind, Wawa attempted to convey a “fresh and friendly” feel for its fuel island, beginning with a distinctive, cantilevered wing-shaped canopy designed by New York-based design firm CBX, where Bona previously was retail division president.\r\n\r\n“This is really a branding element that can dictate what your store is all about,” said Boorse, who describes the canopy as one of the most underused branding opportunities. The shape is so unique that Wawa trademarked it, and even chose to omit its logo.\r\n\r\n“Wawa’s canopy is so recognizable, you don’t need it,” Bona says. “It becomes part of the brand.\"\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/2.png\"><img class=\"alignnone size-full wp-image-10425\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/2.png\" alt=\"2\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>2. Light it up</strong>\r\n\r\nLighting is another element of Wawa’s exterior branding, with the goal of providing a feeling of safety without blinding the neighbors, Boorse said. It designated six zones of lighting for store exteriors, using LED bulbs with varying levels of lumens and footprints for different aesthetic effects and purposes.\r\n\r\nWhen it comes to the canopy, consider lighting possibilities beyond the underside, Bona says. “At nighttime you’re competing with other retail establishments on the street: fast-food places, shopping malls, etc.,” he says. “How can you stand out a little bit? You can get the underside of the canopy and the face to be engaging and stand out.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/3.png\"><img class=\"alignnone size-full wp-image-10426\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/3.png\" alt=\"3\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>3. Material matters</strong>\r\n\r\nMost canopy faces today are made from aluminum composite material, which is durable and easy to maintain, with a fairly long usage life. The face can be positioned flat or at an angle, and it accepts film for graphics.\r\n\r\nFiberglass offers another medium for producing alternative, proprietary shapes. For example, when Bona worked for CBX, he helped design an oval fuel canopy prototype for Terpel, the fuel retail arm of Colombian oil and gas company Organizacion Terpel S.A., in 2013. “To create that complex, compound curve, we made fiberglass molds and created the canopy from fiberglass. It’s durable, unique [and] allowed us to do something different,” says Bona.\r\n\r\nBut the more you break the mold, the more costs could rise. “If you’re not a sizable chain that could justify the cost, look at the asset you have and how to improve it without ripping it apart,” he says.\r\n\r\nLarger chains with sizable advertising budgets, however, should consider whether a custom canopy is a good justification of marketing dollars, Bona says: “It’s a one-time cost, but one you can leverage and amortize over the life of the site.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/4.png\"><img class=\"alignnone size-full wp-image-10427\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/4.png\" alt=\"4\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>4. Follow the leader</strong>\r\n\r\nThe curved, red, fabric-covered canopy at Sheetz’s newest stores carries over the look and feel of the main profıt center: the c-store.\r\n\r\nBut at the same time, the canopy pulls its own weight.\r\n\r\n“That whole look, it’s curvilinear, it’s internally illuminated, it glows red: The whole canopy acts as a beacon from a distance,” says Limbach of Chute Gerdeman, which spearheaded the store and canopy redesign.\r\n\r\nA unique canopy such as this helps chip away at the “gas penalty” that fuel retailers continue to pay as they move increasingly into foodservice, Bona says. And it helps further delineate the identity of the retailer, which can be especially important for major-oil-branded operators.\r\n\r\nDuring one project for a branded multinational retailer, CBX conducted consumer research that found most customers referred to the operator’s sites by the name of the fuel brand, not the store brand. Although branded retailers may face constraints on the canopy design, they should still attempt to forge some degree of distinction.\r\n\r\n“As the store plays greater importance on the profitability of the site, it’s time to rethink this,” says Bona. “You still want to be ... that piece of communication that they’re in the [fuel] business, but also find balance that doesn’t negatively impact the store.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/5.jpg\"><img class=\"alignnone size-full wp-image-10428\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/5.jpg\" alt=\"5\" width=\"885\" height=\"534\" /></a>\r\n\r\n<strong>5. Room to move</strong>\r\n\r\nAs in-store sales play a bigger role in site profitability, more retailers are moving toward canopies disconnected from the store. And with that, Bona says, “up-front parking becomes key to success.”\r\n\r\nIn positioning the canopy, retailers should consider sufficient up-front parking, with room for customers to drive into and back out of spaces, plus maneuver around pumps. They also should consider ingress and egress.\r\n\r\nThis isn’t just about physics. “It’s about comfort,” says Lynn Rosenbaum, vice president of brand environments for Chute Gerdeman. Beyond space, landscaping can also play a role, creating a comfortable ambience around the concrete-heavy fuel island.\r\n\r\nA detached canopy also helps highlight the store brand, especially as more retailers expand into foodservice. Rosenbaum points to Chute Gerdeman client Stripes, Corpus Christi, Texas, owned by Sunoco LP, Philadelphia. The stores have a detached, Sunoco-branded canopy spaced in front of a Stripes c-store featuring its Laredo Taco Company foodservice program.\r\n\r\n“They want to be known as a great convenience store, and Laredo Taco wants to be recognized as a real restaurant alternative, so they separate the building from the canopy,” says Rosenbaum.', '5 Reasons to Make Over Your Fuel Canopy', '', 'publish', 'open', 'open', '', '5-reasons-to-make-over-your-fuel-canopy', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/5-reasons-to-make-over-your-fuel-canopy', 0, 'thinking', '', 0),
(2287, 1, '2017-03-17 17:22:33', '2017-03-17 17:22:33', '<strong>The story behind the iconic shape that came to symbolize the c-store chain\'s brand promise</strong>\r\nThe angled, wing-shaped canopy that covers Wawa’s fuel islands is as powerful a branding tool as the price sign—if not more so. How it came to be an iconic element of the chain’s sites is a story about how design can elevate a brand.\r\n\r\nIn the mid-1990s, the Wawa, Pa.-based chain was looking to enter the gasoline business and wanted to make a statement with its fuel island. Mariellyn Zeock served as Wawa’s manager of architectural design at the time. She had never designed a fuel canopy before but was tasked with coming up with design ideas for that first fuel site in Millsboro, Del. So she drove around the area to look at local examples.\r\n\r\n“I noticed that they were all the same—all really heavy on top,” Zeock, now retired, told CSP Fuels. “What if we just made it lighter, thinner and exposed the structure?”\r\n\r\nThe architectural team—which included Zeock and the late Jim Dodrill—got the go-ahead to pursue the idea from Peter Gilligan, then director of construction and engineering (and the recently retired vice president of real estate for Wawa). Dodrill worked with lighting designer Kristin Keilt to mock up a preliminary model of the canopy.\r\n\r\n“Jim and I had a very synergistic relationship,” Keilt told CSP Fuels. “He would not just design the form and hand it off to me to light it—we would have the key conversations, and ask the right questions.”\r\n\r\nDodrill and Keilt wanted to design the canopy around people, so they visited competitors’ sites at night to get a feel for the market norm.\r\n\r\n“Everyone seemed to be creating canopies that were a glare source—a high level of glare and a high light output,” said Keilt, who today oversees lighting design for Lowe’s Cos. Inc., Mooresville, N.C. “It started to become a gas-station war on brightness. What that tended to do to the entire site was disable somebody from comfortably pulling in at night to a gas station.”\r\n\r\nThe team’s aim was to design a canopy that welcomed customers. They used layers of vertical light and lowered the light and wattage levels typical for the time. (The lighting scheme was so unobtrusive it won a “Good Neighbor” award from a dark-sky association.)\r\n\r\n“That’s something that was really disruptive at that time in the industry, where everyone was racing to the brightest light,” said Keilt. “And we were really doing the opposite.”\r\n\r\nThe team also played with the placement of the canopy of itself. Dodrill designed the fixture to tip at an angle, so that lighting was reflected on the c-store rather than the customers below.\r\n\r\n“We were doing a lot of cardboard, wood mockups, shining light on it; we were really playing in that space in thinking about the human condition there,” said Keilt.\r\n\r\nThey also gave the canopy a split wing shape. Norman Turiano, principle of Turiano Strategic Consulting, Cape Coral, Fla., and fuel pricing manager for Wawa at that time, said the canopy was meant to not only evoke the wings of Wawa’s goose icon, but also to highlight the chain’s foodservice-focused c-store. “There was a fear going into fuel that a forecourt with 16 pumps would block it,” Turiano told CSP Fuels.\r\n\r\n<strong>Making the Sell</strong>\r\n\r\nBecause of the design’s uniqueness, the team knew it needed to help Wawa executives better visualize the experience. So they created a video rendering that placed the viewer at car level and moved them through the site.\r\n\r\n“We knew we needed to really expand that visualization for them to get the concept won,” said Keilt. “It was not [out of] ego that we designed it; it was really for those customers that we wanted to create a wonderful environment.”\r\n\r\nThis effort was especially critical because that first prototype was at least three times more expensive than a standard canopy, which created some pushback from the chain’s budget watchers, said Zeock. But the design had a powerful fan: Dick Wood, then CEO and today chairman of the board.\r\n\r\n“Dick Wood wanted it, and Dick gets what he wants,” said Turiano. Wood was willing to invest money if it enhanced the Wawa brand image. The winged canopy did just that.\r\n\r\nThat’s not to say the iconic design remained a permanent fixture of Wawa sites. There was a brief period during the recession when Wawa retired the winged canopy for a standard, rectangular model as money got tight and the desire to build more stores pressured construction budgets, said Turiano.\r\n\r\nBut after about a dozen locations with an “out-of-the-box” canopy, Wawa returned to the angled design. This was partly at the urging of its design firm, New York-based CBX. It was also partly because of the timing: The retailer, which today has more than 700 stores, was about to make a big push into Florida.\r\n\r\nWawa and CBX have updated and tweaked the canopy’s design over the years, but 20 years later, it still retains its original, unique shape. This is a testament to its timeliness and fit.\r\n\r\n“We had a very distinct visual language that supported the brand, and [Wawa was] a different competitor in the market, and they stood apart,” said Keilt. “All of those architectural elements together combined in a holistic way to really amplify their brand messaging.”\r\n\r\n“I wish Jim were still around to see they went back to the canopy,” said Zeock of Jim Dodrill, who died in 2010. “It was a group effort.”\r\n\r\nOriginally published by <a href=\"http://www.cspdailynews.com/fuels-news-prices-analysis/fuels-analysis/articles/how-wawa-s-canopy-took-wing\" target=\"_blank\">CSP</a>', 'How Wawa’s Canopy Took Wing', '', 'publish', 'open', 'open', '', 'how-wawas-canopy-took-wing', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-wawas-canopy-took-wing', 0, 'thinking', '', 0),
(2288, 8, '2017-05-01 20:28:06', '2017-05-01 20:28:06', '<strong>Today’s drug store looks nothing like the drug store of your parents’ youth.</strong>\r\nOnce upon a time, I was able to have neighborly banter with Stan, the local pharmacist, who greeted me warmly and actually knew all about me. Stan freely handed out community news, bad jokes and even a bit of innocuous gossip along with my prescription. Now I get it, things change, and I’m OK without Stan, but as both a consumer and a consultant, I wonder if the changes are for the better.\r\n\r\nToday’s drug store, if the word even applies anymore, is an eclectic assortment of allergy medications, cleaning products, packaged food and beverages, candy, “As Seen on TV” gadgets, toys, beauty, you name it. The operative idea is to create a one-stop shop for all things you need (and perhaps some that you don’t). The only item you can’t get these days in most drug stores? A personal relationship with your pharmacist.\r\n\r\nThe progression from mom-and-pop shops to mass chain stores has been the catalyst for the sector’s evolution. However, it’s important to examine the ways this has affected consumers. After all, the entire industry is working hard to leverage size, capture more market share and slash costs.\r\n\r\nThe growing impact of Big Pharma, Big Insurance and Big Government complicates things further. In such a complex and hypercompetitive sector, it’s easy to understand why companies are relentless about efficiency, with innovation supporting the needs of businesses but, unfortunately, not entirely helping the consumer. Thus, the myriad products overflowing from your neighborhood drug store’s shelves. No wonder Stan can’t provide a personal touch — he’s got quotas to fill and lines of folks at the drive-through.\r\n\r\nWhile this is the status quo, it doesn’t wholly feel right.\r\n\r\nWith the current drug store landscape, consumers inadvertently don’t get to reap as many personal benefits as they should, even while these changes have rewarded them in other ways, such as driving prices down.\r\n\r\nIn these times of increasing globalization, digital dependency, limitless choice and changing generation ratios, it is imperative that drug stores see through a more human lens as they seek to innovate in consumer care. In order to resonate with the consumer nowadays, the sector must break out of industry or category norms on product, service and experience.\r\n\r\nToday’s consumers, with their endless options, have the opportunity to be discerning about who they give their attention and money to. In our current era of e-health insurance (Oscar), medicine delivered straight to your door (Capsule) and even Amazon-created vitamins (Amazon Elements), what should the role of the “drug store” be? And can Big Drug Retail drive that?\r\n\r\nAt CBX, our work is at the intersection of consumer, channel and manufacturer. Our mantra “Connecting to the lives of people is what matters most” is intended to ensure that we, and our clients, seek the highest order of human-centric connectivity. The metric of money is always present, but the philosophy focuses on strategies that will derive long-term benefits while delivering against short-term realities.\r\n\r\nIn creating the “drug store of the future” or, more exciting, the “drug store of the now,” these brands need to ask themselves, “How can I exist in the consumer’s life in the most natural way?”\r\n\r\nFor example, in the U.S. every year, countless prescriptions written by doctors are not filled by patients. Clearly, these patients are neither utilizing the current system nor benefiting from it. This also puts added strain on other health care providers, who now have to potentially care for these noncompliant patients. It puts pressure on the government, which is part of the financial infrastructure of the health care industry. And the manufacturers, wholesalers and retailers don’t receive the revenue.\r\n\r\nDrug stores should be seeking to innovate to close this gap. Can they partner with the government, insurance companies and pharma to provide better education? Can they use technology to create better consumer relationships? Can they personalize their approaches? For instance, Merck recently partnered with Amazon to explore opportunities to better care for diabetes patients through the Echo platform. I won’t listen to my doctor or my wife, but maybe I’ll listen to Alexa!\r\n\r\nWhat else could we do if we took a “human first” approach in which drug stores didn’t just provide choice but also provided real guidance — the kind of empathic help that actually means something to consumers/patients? To date, drug stores have made halting steps, such as administering vaccines, to shift more toward a provider model. This model can and should expand, and it is helping move the industry in the right direction.\r\n\r\nConsider the Pharmacy and Medically Underserved Areas Enhancement Act (H.R. 592 and S. 109). This pending legislation would enable pharmacists to receive reimbursements for providing Medicare patients in underserved areas access to services such as diabetes, asthma and heart disease management; immunizations; wellness/prevention testing, and education about prescription drugs. If the bill becomes law, it will be a big step toward stronger patient-pharmacist relationships.\r\n\r\nAlong the same lines, another vision for the future is the drug store as a “life science center” — a resource for educating people about disease states and trends, and potential solutions; preventive choices and activities; therapy and therapeutic centers; navigating insurance and government processes; and cutting-edge, self-diagnostic resources/solutions. As a traffic driver, this could be a far stronger footing than, say, a two-for-one deal on Lay’s potato chips.\r\n\r\nWhat’s more, you cannot discount the value of the patient experience, particularly in the ways in which patients choose to interact with everything these days digitally.\r\n\r\nWe can universally acknowledge that the number of consumers utilizing digital tools — whether it be accessing their medical records or managing their health via wearables and apps — continues to rise. As technology increasingly and seamlessly integrates into people’s lives, the opportunity for the drug store industry is to lean on this newfound tech familiarity/dependency.\r\n\r\nRecently, Sam’s Club partnered with the health technology company higi to offer self-service health screening stations at Sam’s Club locations with a pharmacy. The digitally enabled self-care approach is on a par with the growing trend toward values centered on health and wellness.\r\n\r\nAs consumers take increasing interest and ownership of their health, drug chains should look to how they could utilize technology (particularly in mobile) to enhance the in-store experience as well as be a continued presence and asset post visit.\r\n\r\nThe drug store of the future/ drug store of the now will not appear overnight; rather, it will gradually evolve. Regulatory requirements and the current infrastructure may need to change, but Big Drug Retail certainly has the leverage to continue to innovate in ways that prioritize on the health, well-being and satisfaction of customers.\r\n\r\nEven in the short term, there are opportunities to create better experiences and, ultimately, higher revenue streams. As in most industries, the question remains whether chain drug retailers have the wherewithal to disrupt themselves or wait for others to. I believe that Big Drug Retail has the wherewithal to do just that. Hear that, Amazon?\r\n\r\nOriginally published in <a href=\"http://www.chaindrugreview.com/breaking-category-conventions-to-remain-relevant/\" target=\"_blank\" rel=\"noopener noreferrer\">Chain Drug Review</a>', 'Breaking Category Conventions to Remain Relevant', '', 'publish', 'open', 'open', '', 'breaking-category-conventions-to-remain-relevant', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/breaking-category-conventions-to-remain-relevant', 0, 'thinking', '', 0),
(2289, 1, '2017-05-08 19:57:38', '2017-05-08 19:57:38', '<strong>Brands are more susceptible to catastrophe today than at any point in modern history.</strong>\r\n“With the rise of social media and the 24/7 cycle of media today, news spreads faster than ever,” said Nick Bell, vice president of marketing communications for Cision. “In times of crisis, this quick dissemination of information can add fuel to the fire and amplify negative news in a matter of minutes.”\r\n\r\nCompany leaders used to worry about Mike Wallace, of “60 Minutes” fame, walking through their front doors with an allegation and a camera. “Now everyone walking into your building has a camera,” said Kelly O’Keefe, professor at the Virginia Commonwealth University (VCU) Brandcenter. “This makes businesses incredibly vulnerable.”\r\n\r\nCouple that with all-time low levels of public trust in corporate and governmental institutions, and you have a veritable recipe for brand disaster, added Dustin Longstreth, chief marketing and strategy officer at branding agency CBX.\r\n\r\n<strong>Assessing The Damage </strong>\r\n\r\nThe failure to control organizational crises in the earliest stages can cost companies dearly—impacting value, revenue, and long-term reputation. Yet many businesses fail to respond quickly enough to brand-damaging issues. More than a quarter (28%) of crises reported spread internationally within an hour, according to a worldwide survey of crisis communications professionals by law firm Freshfields Bruckhaus Deringer, and more than two-thirds (69%) go global within a day. Yet the same survey found that companies require an average of 21 hours to issue any meaningful external communications in response to a crisis.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/image.jpg\"><img class=\"alignnone size-full wp-image-10493\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/image.jpg\" alt=\"\" width=\"984\" height=\"522\" /></a>\r\n\r\nBrand damage originates in many shapes and sizes, such as controversial corporate decisions or statements, logistical problems, or product safety issues. Then there are those that result from deliberate attacks, such as erroneous social media posts or other deceptive content.\r\n“There is also a larger meta-category that pervades all the above—the betrayal of a brand promise,” said Thom Wyatt, managing director at global brand strategy and design firm Siegel+Gale. “This is when the crisis is in direct conflict with what the brand stands for and is, therefore, particularly harmful.”\r\n\r\nBut, by far, the more injurious incident of all is the one for which a marketing organization has not prepared. “It’s a guaranteed way to add chaos to an already chaotic situation,” Bell said. “When forced to think on-the-fly during a brand catastrophe, the chances of having the entire company on the same page in terms of action items and response is slim, making the odds of clear and meaningful communication with the public virtually impossible.”\r\n\r\nAn effective brand catastrophe plan is developed long before a problem arises. Following are seven steps CMOs can take to build reputational resistance into their organizations.\r\n\r\n<strong>1. Involve senior leaders early—and often:</strong> “Precrisis planning should include cross-functional leaders and strategists, representatives from marketing, public relations, sales, customer service, finance, operations, and HR,” said Nina Brakel-Schutt, business development executive at digital asset management software maker Widen Enterprises.\r\n\r\nSenior leaders also should decide who will serve as spokesperson in the event of a brand emergency “so they can own the narrative,” Siegel+Gale’s Wyatt said. (Hint: The CEO works best.) “The response must be clearly articulated and come directly from someone in authority to ensure credibility and accountability.”\r\n\r\n<strong>2. Know your weaknesses:</strong> “Being able to identify your brand’s vulnerabilities makes it easier to assess your potential areas of risk and identify what’s preventable,” Cision’s Bell said. Due diligence will require that marketing leaders survey others, including customers, partners, and industry observers, to accurately pinpoint corporate frailties.\r\n\r\n<strong>3. Determine what constitutes a crisis:</strong> CMOs should gauge the business impact of hypothetical events to define what will be considered a true crisis versus an issue in order to coordinate responses and resources effectively. “An issue causes waves, but has no long-term impact on a brand,” said Bell, “whereas a crisis can permanently damage your brand and potentially lead to profit loss.”\r\n\r\nConsider creating a top 10 list of potential crises your brand might face given the existing climate, and update that list frequently as market conditions change.\r\n\r\n<strong>4. Expect the unexpected:</strong> While a list of likely brand catastrophes is helpful, many crises come out of the clear blue. “We don’t necessarily know what a worst-case scenario even looks like,” CBX’s Longstreth said. The global economic climate moves so quickly that marketing leaders are best-served designing corporate cultures and systems that can weather reputational tempests.\r\nBrands that establish trust over the long haul fare far better in times of crisis, VCU Brandcenter’s O’Keefe said. Toyota, for example, had built a reputation for reliability and was able to bounce back from massive recalls in 2009 and 2010.\r\n\r\n“Brands and companies who operate every day under clearly defined and understood values, behaviors, and purpose will be much better prepared in the face of extreme circumstances,” said Longstreth, who worked with Gold Medal Flour to define a brand purpose and corporate culture.\r\n“When there was the slightest concern of E. coli from their mill in Kansas City, Gold Medal ordered a recall straight away and communicated openly and consistently with the public,” Longstreth recalled. “They knew that the financial cost of the recall was insignificant to the loss of trust from consumers. There was no hesitation because the strong sense of purpose and integrity was embedded in the DNA of their culture.”\r\n\r\n<strong>5. Avoid “brand-made” disasters:</strong> Marketing leaders and experts preach the importance of creating a compelling brand narrative. But companies that can’t live up to the stories they tell customers can create their own brand catastrophes. It’s a new but damaging trend.\r\n\r\n“Story is something that is very important and valuable for brands to cultivate in this day and age,” Longstreth said. “[But] all too often we see companies leverage a very compelling story for their brand only to falter when it is discovered that the reality of their business doesn’t match up.”\r\n\r\nAdded Brakel-Schutt of Widen Enterprises: “A brand crisis can be eliminated when an organization knows who they are and what they stand for, and works relentlessly to deliver what their audience wants and needs. Very little can sway consumer loyalty if an organization consistently does the things they do best for the right group of people.”\r\n\r\n<strong>6. Create a rapid response plan:</strong> When the you-know-what hits the fan, there is no grace period. “In today’s digital age, there isn’t time to assess a crisis and investigate the problem at hand before communicating with the public,” Bell said. “The minute a crisis goes public is the minute people want answers.”\r\n\r\nA rapid response plan with clear processes and responsibilities will help. Make sure company leaders are aware of potential threats you’ve prepared for and the steps they will be asked to take.\r\n\r\nWhile communication with the media is an important part of the response, marketers should consider other important audiences, such as employees, corporate executives and board members, customers, vendors and partners, regulators, industry analysts, financial institutions, and trade organizations. Know their communication preferences “so you know where to share your message when the time comes,” Bell said. “Additionally, actively monitor the conversations taking place among your audience members and in public conversation. Keeping a pulse on topics and sentiment can impact the language, tone, and message you share in the midst of a crisis.”\r\n\r\n<strong>7. Consider not just what you say, but how:</strong> “Companies must understand the power of their response; it’s not just the intent of what they’re saying, but how they say it,” Siegel+Gale’s Wyatt said. “Re-establishing trust is not simply a rational or logical issue—it requires an emotional response as well.”\r\n\r\nCompanies must deliver what’s expected in the wake of a crisis, but to truly be resilient they must go above and beyond the expected response. It’s almost better to overstate the problem than to understate it, VCU Brandcenter’s O’Keefe added. “That’s a demonstration of taking responsibility and taking the challenge seriously,” he said.\r\n\r\n<strong>Silver Lining?</strong>\r\nEffective crisis response is more about long-term strategy than short-term tactics. “The long-term work of building trusting relationships with customers, peers, employees, and others means much more than the wording in a post-crisis press release,” said Will Bunnett, president of political marketing firm Clarify Agency. “No quick fix will help if there isn’t something there people think is worth fixing in the first place.”\r\n\r\nBrand disaster preparedness is critical to resilience, but such plans should serve as guides, not checklists. “Once a catastrophe hits, be sure to assess your original plan and tweak as necessary before jumping into actions,” Cision’s Bell said. “While there’s no way to prepare for every scenario, when a plan is in place for various types of crises, chances are you’ll be able to pull bits and pieces from different response plans. If nothing else, preparing for a crisis in advance will identify the proper chain of command and communication.”\r\n\r\nIn the end, a well-handled brand crisis can even have an upside. “If you respond immediately and forcefully, you can actually end of with a stronger brand than you started with,” O’Keefe said. “Consumer love a brand that owns up to its challenges and commits itself to making things better.”\r\n\r\nOriginally published by <a href=\"http://www.cmo.com/features/articles/2017/2/25/how-to-build-a-crisisresilient-brand.html#gs.null\" target=\"_blank\" rel=\"noopener noreferrer\">CMO.com</a>\r\nPhotos courtesy of CMO.com', 'Don’t Worry, You Really Can Build A Crisis-Resilient Brand', '', 'publish', 'open', 'open', '', 'dont-worry-you-really-can-build-a-crisis-resilient-brand', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dont-worry-you-really-can-build-a-crisis-resilient-brand', 0, 'thinking', '', 0),
(2290, 1, '2017-03-14 18:26:52', '2017-03-14 18:26:52', '<strong>At least six major brands ran ads during Super Bowl LI that addressed political or social issues such as immigration and gender equality.</strong>\r\nAt an average cost of $5 million per 30-second spot, those were some pretty expensive statements to make. Budweiser, Airbnb, 84 Lumber, Google Home, Audi, and Coca-Cola might have been lauded or jeered, depending on one\'s personal point of view, for delivering those messages, but did the brands get their money\'s worth?\r\n\r\nIt\'s a difficult question to answer, and it raises even more questions about if and when brands should speak out about policies or proposed laws, the challenges involved in doing so, and the risks of not speaking up on issues that are important to their customer base.\r\n\r\nOn a pragmatic marketing level, there is also the question of whether issue-oriented spots provide a worthwhile return on investment. The weekend after Super Bowl LI, <a href=\"https://www.youtube.com/watch?v=imUigBNF-TE&amp;feature=youtu.be\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Saturday Night Live</em></a> ran a skit depicting a fictitious ad pitch session for Cheetos that lampooned the agencies that create activist ads and the marketing managers who buy them. It was exaggerated and satirical, of course, but it likely had a lot of marketing folks talking about the underlying issues that Monday.\r\n\r\n\"When it comes to making public statements or actions about policies or laws, it\'s always important to connect it back to your brand purpose, mission, and values,\" suggests Dustin Longstreth, chief marketing and strategy officer at brand agency CBX. \"Public statements rooted in a clearly understood and demonstrated brand culture will be received as authentic, whether people agree with the statement itself or not.\"\r\n\r\nThat\'s exactly the approach embraced by outdoor apparel marketer Patagonia, which has a long history of activism, but always on behalf of causes closely aligned with its brand DNA. \"For us, when we speak out about issues, it\'s not about politics, it\'s about the values we hold dear,\" says Corley Kenna, director of global communications and public relations at Patagonia. \"We\'ve been speaking out about issues we care about — which are those having to do with our planet — really, since the company was founded. We feel compelled to respond when we believe that environmental issues are under threat or are being taken for granted, and that\'s how we make the decision on when to speak out.\"\r\n\r\nAuthenticity is a key tenet of Patagonia\'s strategy, and it\'s demonstrated by the brand\'s willingness to take action on important issues, not just talk about them. \"Right now, we find ourselves in the middle of a very interesting and important conversation about public land,\" Kenna relates. \"We are very much in the spotlight because we have said directly to the governor of Utah that if he doesn\'t stand up for public lands — and specifically for the Bear Ears National Monument — then we will not participate in the biggest trade show in the state,\" Kenna says, referring to July\'s Outdoor Retailer show.\r\n\r\nSo, is it always a good idea for a brand to take a public stand on issues it considers important? It depends. A majority of Americans (67 percent) do not think that brands and companies should publicly comment on politics, according to research conducted by CivicScience, a provider of marketing intelligence solutions. But there are significant exceptions related to target audience and brand identity. For example, those under the age of 18 are 84 percent more likely to say that brands should publicly comment on politics, and Millennials are 25 percent more likely to say the same. Baby Boomers, on the other hand, are 20 percent more likely to take the opposite position. An individual\'s view of a particular brand also plays a role. For instance, among consumers with a favorable view of Beats by Dr. Dre, 56 percent think brands and companies should publicly comment on politics, double the percentage of those with an unfavorable view of the brand.\r\n\r\nFiguring out if and when a brand should take a public stance on a political issue or a proposed law requires careful analysis, says Mark Mayer, a former Kraft Foods brand manager who is now a clinical assistant professor of marketing at Indiana University\'s Kelley School of Business. \"Brand equity largely exists in consumers\' minds. It\'s not something that is simply created and pushed at consumers, but rather it is largely made up of consumers\' knowledge, experiences, associations, and other dynamics, which aren\'t static but rather change over time. So if this protest or statement or other stance fits with consumers\' attitudes — and fits with the brand\'s personality and image — then there probably won\'t be a negative issue, and such actions might even be very positive in effect,\" he says.\r\n\r\nThese are hard decisions to make, so it\'s no surprise that many brands prefer to avoid taking a public stand on controversial issues. \"Commerce is downstream from culture; for every action, there is an initial impact and a backlash,\" says Bill Gullan, president at the branding agency Finch Brands. \"Brands need to consider the compelling business benefits of making a political statement — first, how the issue impacts employees and customers.\"\r\n\r\nCommenting on some of the Super Bowl ads, Gullan, who has a degree in political science, concludes that it was strategic for Airbnb to take a side on the issue of President Donald Trump\'s executive order banning travel from seven predominately Muslim countries because the company\'s stance is consistent with the sensibilities of its global traveler base and progressive leadership team. Conversely, Gullan points to one of the games\' automobile ads that took on the issue of the gender wage gap. \"While beautifully executed, [it] seems less appropriate,\" he says. \"It\'s tempting to jump on an issue that\'s important and on-trend, but it\'s essential to have credibility before making a statement.\"\r\n\r\nPatagonia\'s Kenna, who spent more than a decade in government and politics before joining the private sector, echoes Gullan\'s observation on that key point. \"There are plenty of issues around the world that we don\'t speak up on, but not because we don\'t care about them,\" she says. \"We are, I think, a credible source of information around environmental issues, so that\'s the place for us to speak out. There is a natural tie-in on those issues with our brand. I\'ve been exposed to a lot of companies that struggle with this very question, and it\'s been my experience that companies do best when they find an area that makes sense for them to speak out on, as opposed to trying to speak out on everything.\"\r\n\r\nOriginally published in <a href=\"http://www.ana.net/magazines/show/id/ana-2017-03-brand-activism?utm_medium=ana-social&amp;utm_source=twitter&amp;utm_campaign=mkc-ana_magazine-brand-activism-one170315\" target=\"_blank\" rel=\"noopener noreferrer\">ANA Magazine</a>\r\nPhoto courtesy of ANA Magazine', 'Should Brands Get Political?', '', 'publish', 'open', 'open', '', 'should-brands-get-political', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/should-brands-get-political', 0, 'thinking', '', 0);
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(2291, 1, '2017-02-12 18:45:47', '2017-02-12 18:45:47', '<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', '', 'publish', 'open', 'open', '', 'struggling-clothing-brand-needs-more-ivanka-less-trump-mall-shoppers-say', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/struggling-clothing-brand-needs-more-ivanka-less-trump-mall-shoppers-say', 0, 'thinking', '', 0),
(2292, 1, '2017-04-24 19:05:31', '2017-04-24 19:05:31', '<strong>As major manufacturers add smaller brands to their portfolios, they can either use them to boost their potential or contribute to their demise</strong>\r\nIt’s long been considered smart business practice to surround one’s self with people who make them look good.\r\n\r\nMany food and beverage manufacturers are applying this philosophy to their portfolios by aligning themselves with brands that appeal to today’s health-conscious consumer. These better-for-you companies benefit from strong “health halos,” or consumer perception that they are more authentic and nutritious than other companies.\r\n\r\nMany legacy brands are angling to capture some of that halo for themselves, sparking a wave of natural and organic brand acquisitions by industry power players. Dr Pepper Snapple recently acquired enhanced water manufacturer Bai Brands. In 2015, Hormel Foods bought Applegate Farms, a leader in natural and organic meats, and General Mills picked up Annie’s Homegrown the year before that.\r\n\r\nChris Konyk, business consultant at Salient Management Company, believes that it’s pivotal for major food and beverage brands to change their image because many consumers associate these companies with unhealthy, sugary products.\r\n\r\n“These companies finally got the message that people are looking to improve their health and are monitoring what they purchase for their families and eat or drink daily. They need an image makeover,” he told Food Dive. “The key will be how quick these manufactures can react and reposition themselves. The quickest way to realign to consumers and change their image is build their portfolio with items the consumers are seeking.”\r\n\r\nChristina Papale, vice president of strategy and director of innovation for branding agency CBX, said the “better-for-you” trend has grown, both in interpretation and cultural demand.\r\n\r\n“What was once considered a small pillar of a conventional portfolio is now a mass-culture table stake with consumers willing to pay more for options with cleaner ingredients and higher health benefits,” she told Food Dive. “The key is preemptively identifying cultural trends, scooping them up early on, then leveraging their core consumer base to further build and expand on the brands.”\r\n\r\nAs consumer demand for healthier products increases, better-for-you brands are becoming more attractive to major food and beverage manufacturers as acquisition targets.\r\n\r\n“Consumers are changing the way that they eat, trading unhealthy items like sugary beverages and fast food for water and whole foods. Additionally, they are looking for healthier versions of the packaged foods they love (e.g., pretzels and cookies), like those containing whole grains or added nutrients,” Beth Vallen, associate professor of marketing and business law at Villanova School of Business, told Food Dive. “And it’s not only demand that is driving the trend, it’s the fact that people are willing to pay more for these foods that is driving the acquisition of these brands.”\r\n\r\nVallen said that adding a better-for-you brand to a portfolio can create a halo effect for other, less healthy brands by association.\r\n\r\nMarie Chan, a partner at brand consulting firm Vivaldi, said that when companies acquire better-for-you brands, it’s important that they carefully consider what the acquisition will do.\r\n\r\n“With portfolio strategy, the BFY brand should have a clear role — meeting a different need-state, catering to a different consumer, offering different functional features/benefits, playing in a new daypart and/or new channel — to minimize cannibalization and brand overlap,” she told Food Dive by email. “Brand architecture is equally important. You must give consideration as to how much or how little emphasis will be placed on the corporate brand.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/cer.jpg\"><img class=\"alignnone size-large wp-image-10504\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/cer-1024x732.jpg\" alt=\"\" width=\"1024\" height=\"732\" /></a>\r\n\r\n<strong>Consumer attitude is everything</strong>\r\n\r\nDeveloping a brand, as a rule, may take a large company one to two years to get a product off the ground. With this timeframe, the manufacturer could already be beaten by a smaller, more nimble competitor.\r\n\r\n“Acquisitions are the quickest and easiest way to cut that time down,” Konyk said. “A company’s success is their speed to market. Some companies that seem to have the speed and dexterity to beat out competition are Preferred Popcorn with K &amp; W Popcorn acquisition, Danone acquiring WhiteWave, and Kashi with Pure of Holland.”\r\n\r\nMondelez also acquired a brand with a health halo when it purchased allergen-free manufacturer Enjoy Life Foods in 2015. The hope was that it could help the company attract new consumers to its products.\r\n\r\nGeneral Mills drove an early entry strategy by acquiring small natural brands. It started in 1999, acquiring Small Planet Foods and bringing brands like organic produce pioneer Cascadian Farms into its fold.\r\n\r\nChan said that PepsiCo has also done a great job at diversifying its portfolio with better-for-you brands. She said the soda and snacking giant used its acquisitions to recognize that many consumers have different needs, tastes and wants.\r\n\r\n“You may want to start your day with a healthy breakfast from Quaker, but re-energize in the afternoon with Mountain Dew. Either way, PepsiCo has the products to fit your life,” she said. “What makes PepsiCo successful is that it’s segmented its portfolio into Fun for You, Good for You and Better for You, so that brands have a clear role to play in the portfolio and are afforded the right focus and resources.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/quak.jpg\"><img class=\"alignnone size-full wp-image-10505\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/quak.jpg\" alt=\"\" width=\"568\" height=\"267\" /></a>\r\n\r\n<strong>How acquisition can help — and hurt — better-for-you brands</strong>\r\n\r\nFiliberto Amati, a partner at branding firm Amati &amp; Associates, said that when a conventional food or beverage producer buys a better-for-you brand, it usually is hoping to tap into a profitable niche where it would typically have no credibility to operate.\r\n\r\n“Normally, they keep the brands separated, albeit they leverage their distribution muscle and product supply efficiency as catalysts for growth of the acquired brand,” he told Food Dive. “This may not do anything for the image, but it certainly does a lot for the pockets.”\r\n\r\nIn many better-for-you acquisitions, Chan said, there is little to be gained from telling consumers about the acquisition upfront — like a label on products indicating animal welfare standard bearer Niman Ranch is a part of Perdue, or that organic and mission-based Annie’s is now a part of General Mills. In both cases, however, consumers benefit from greater distribution access and new products as a result of joining a much larger company.\r\n\r\nBy partnering with deep-pocketed corporations, smaller brands can expand the regions they serve, the lines they offer and the number of retailers that carry their products. They also get some big money behind them, which can help with marketing and any unforeseen challenges that arise.\r\n\r\nStill, this strategy doesn’t come without consequences. While the appeal of having deeper pockets and a larger reach could be mouthwatering to a startup or small brand, once a deal goes through, the better-for-you brand could suffer if the parent company treats it like the other brands in its portfolio.\r\n\r\n“It could lose its street credibility and put off customers by following traditional promotional routes,” Amati said. “However, if a brand stays true to itself, then the acquired brand image is immune to the effects of being associated with a larger manufacturer.\r\n\r\nKellogg\'s acquisition of organic cereal company, Kashi, did not give the company the exposure it wanted and led to a 35% market share loss to newer upstarts.\r\n\r\nAnalysts say many consumers supported these better-for-you brands in the first place because they weren’t large food companies. These smaller companies offered products that placed values above profit. If these brands jump aboard with multinational megacompanies and private equity, devotees could view their favorite brands as compromising those values.\r\n\r\n“Many of these brands started out as small, independent brands, and consumers may be skeptical that quality, ingredients and overall product healthfulness will remain after an acquisition of this type,” Vallen said. “This is especially true if the acquiring company is not known for healthy food brands.”\r\n\r\nPapale noted the impact depends on the type of acquisition and how the cultures of both companies mesh together. While some companies keep the brands and business intact, running as-is with existing leadership and changes that are “invisible” to its employees or day-to-day operations, others are executed more publicly with massive implications from the top down.\r\n\r\n“However way these acquisitions are played out, it becomes clear pretty quickly who the new sheriff is and how that’ll affect staff rationalization, brand spend, product changes etc.,” she said. “As such, it is imperative that companies are as transparent as possible when it comes to their actions, motives and goals moving forward with all brands.”\r\n\r\nKonyk has seen large companies acquire smaller ones and destroy any value the new company would have provided. Additionally, over the years, he’s witnessed acquisitions of a smaller company and never heard, saw or read anything of the larger brand they represented.\r\n\r\nOrangina, a popular European brand made with a juice blend and lightly carbonated water was purchased by Dr Pepper Snapple in 2006. Once part of the larger company\'s portfolio, it became obscure and less popular in the U.S. Odwalla, a smoothie brand, also lost most of its traction with consumers once rolled into Coca-Cola’s product line.\r\n\r\nSabra, makers of hummus spreads, is jointly owned by PepsiCo., and Israeli company Strauss. Eugenio Perrier, Sabra’s chief marketing officer, said he didn’t feel that PepsiCo interferes in Sabra’s operations at all. He also didn’t think the association with Pepsi reflected badly on Sabra — although understands that his brand helps Pepsi add more better-for-you products to its portfolio.\r\n\r\n“It has definitely given them [PepsiCo] openness to another part of the store—the perimeter of the store with our fresh offerings,” he told Food Dive. “We got with Pepsi the support of a company that was willing to advance growth. It’s a company that is in a good position to help us with distribution and management support.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/27741f982f6485590d3but-i-love-sabr9af72ceab5d3e.jpg\"><img class=\"alignnone size-large wp-image-10506\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/27741f982f6485590d3but-i-love-sabr9af72ceab5d3e-867x1024.jpg\" alt=\"\" width=\"867\" height=\"1024\" /></a>\r\n\r\n<strong>Should companies advertise BFY acquisitions or keep quiet?</strong>\r\n\r\nAn acquiring company needs to assess its objectives when deciding how to get the word out about a new BFY brand, Vallen said. If the objective is to grow sales of the acquired brand, care should be taken to ensure that association with the parent company does not erode consumer trust or perceptions of product healthfulness.\r\n\r\nSome manufacturers will issue a press announcement while others will keep it quiet. Papale said this can be a sensitive decision. Regardless of the action the larger manufacturer decides to take, consumers can still see it negatively.\r\n\r\n“No matter what is done, it’s important to try to communicate as authentically and truthfully as possible about the acquisition,” she said. “Packaging is a unique way for brands to signify the new merger, helping to tell a new story both to retailers and consumers. With new ownership often comes distribution, so creating some excitement in a tangible way the consumer will interact with is a good option.”\r\n\r\nIn a perfect world, an acquisition helps both parties, Amati said. Ben &amp; Jerry became truly global after the ice cream brand’s acquisition by Unilever, allowing the company to share its message on a larger scale.\r\n\r\n“Ideally, the acquisition is a win-win situation for all, allowing for wider distribution, the ability to leverage brand equity on both sides and an overall increase in consumer awareness,” he said.\r\n\r\nOriginally published in <a href=\"http://www.fooddive.com/news/a-balancing-act-does-getting-acquired-tarnish-the-health-halo-of-better-fo/441050/\" target=\"_blank\" rel=\"noopener noreferrer\">Food Dive</a>\r\nPhotos courtesy of Food Dive', 'A Balancing Act: Does getting acquired tarnish the health halo of better-for-you brands?', '', 'publish', 'open', 'open', '', 'a-balancing-act-does-getting-acquired-tarnish-the-health-halo-of-better-for-you-brands', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/a-balancing-act-does-getting-acquired-tarnish-the-health-halo-of-better-for-you-brands', 0, 'thinking', '', 0),
(2293, 1, '2017-06-16 14:39:21', '2017-06-16 14:39:21', '<em><strong>For Immediate Release</strong></em>\r\n<strong>Massive transaction could have far-reaching effects—some with a dark side—on retailers, brands, suppliers and more, according to executives at New York-based branding consultancy.</strong>\r\n\r\nNEW YORK, N.Y. (6/16/17)—Amazon’s $13.7 billion acquisition of Whole Foods Market is a bombshell with potentially massive reverberations for both food brands and the world of brick-and-mortar retailing, said branding and retail experts at CBX.\r\n\r\n“For starters, this acquisition promises to shake up pricing, the ecommerce space, the trajectory of retail automation in the United States, and the already considerable competitive pressures faced by existing food retailers,” said Todd Maute, a Partner at the New York-based brand agency and retail environments consultancy. “When it comes to making bold moves aimed at disruption, Amazon never disappoints.”\r\n\r\nAmazon, Maute noted, has already dipped its toe into brick-and-mortar retailing with the likes of its Amazon Books bookstores and ongoing experiments with small-format grocery stores. Snapping up Whole Foods, however, marks its most serious commitment to date.\r\n\r\n“The possible effects on Whole Foods alone are interesting to contemplate,” said Maute, a nationally known expert on private label products. “For example, the consumer perception of Whole Foods is that it is overpriced. But given its massive buying power, Amazon could actually leverage its economies of scale to bring down prices in the aggregate and change this perception in ways that would make Whole Foods a lot more competitive.”\r\n\r\nIn terms of inventory and infrastructure, Maute said, acquiring Whole Foods could give Amazon a solid foundation for ramping up online grocery sales and delivery via Amazon Fresh. “My guess is that Whole Foods will become a launching pad for Fresh. But at a minimum, this move could get Whole Foods into the online space much faster, in theory, than any other retail competitor. That would clearly have big ramifications for the likes of Walmart, Kroger and Publix, all of which are racing to develop their own capabilities for online ordering and click-and-collect.”\r\n\r\nIn addition, the holy grail of voice-assisted ordering through the likes of Amazon Echo or Google Home is to be in the customer’s kitchen, Maute noted. “Now Amazon can give its Prime Customers a lot of new options,” he said. “They could get discounts on popular Whole Foods products just by saying ‘Alexa, order me some more Whole Foods 365 peanut butter, organic, creamy.’ It’s a potentially big step forward in this fast-growing space.”\r\n\r\nWhole Foods’ brick-and-mortar real estate, moreover, could potentially be of use to Amazon as it seeks to grow its distribution capabilities, Maute added. “This is real estate that could be used for pickups, returns, warehousing, you name it. And think about this: the Amazon Go test store uses sensors, cameras and machine intelligence to eliminate cashiers and checkout lines. Now Amazon has a national brick-and-mortar footprint with which to rollout this game-changing technology. It’s still speculation, of course, but this acquisition could be a big first step toward the automation of U.S. retailing.”\r\n\r\nFor his part, CBX Managing Partner Gregg S. Lipman pointed to the darker side of such moves, citing the ever-growing juggernaut of Alibaba Holding Group Limited, the Chinese-based conglomerate. “Over in China, the great Alibaba is doing the same thing as Amazon is here,” Lipman said. “They fly under the banner of benefiting the consumer—and, to be sure, some of these changes could be good for consumers—but in the end, it is all about the bottom line.”\r\n\r\nAs Amazon flirts with disparate businesses ranging from prescription drugs to real estate brokerage, the fallout is hardly a win-win for everyone, Lipman explained. “The pressure they exert on suppliers is stifling,” he said. “Their buying power, which is growing by the day, can be seen as forcing unfair or unreasonable practices on suppliers. The net effect is that the rich get richer.”\r\n\r\nIncreasingly, Lipman added, Amazon’s private-label initiatives are giving it the ability to either participate in or actually dominate various retailing categories. “At what point do they own the entire food chain, whether in equity or buying power?” he said. “Remember, Amazon is willing to lose money to win market share and kill off competitors. This should be a concern, not only for food retailers, but also for food brands.”\r\n\r\nFortunately for its competitors, Amazon’s private brands have struggled in some categories, like clothing, Lipman said. “We’ll see what happens now that Amazon will have Whole Foods shelf space to experiment with, IRL.”', 'Amazon\'s Whole Foods Acquisition is a Big Deal Indeed', '', 'publish', 'open', 'open', '', 'amazons-whole-foods-acquisition-is-a-big-deal-indeed', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amazons-whole-foods-acquisition-is-a-big-deal-indeed', 0, 'thinking', '', 0),
(2294, 1, '2017-06-29 15:35:33', '2017-06-29 15:35:33', '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?', '', 'publish', 'open', 'open', '', 'what-does-amazons-acquisition-of-whole-foods-mean-for-the-future-of-grocery-shopping', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-does-amazons-acquisition-of-whole-foods-mean-for-the-future-of-grocery-shopping', 0, 'thinking', '', 0),
(2295, 1, '2017-07-06 19:20:00', '2017-07-06 19:20:00', '<strong>Branding Roundtable 32</strong>\r\nOur original intent was to make this Roundtable about a particular type of experiential branding, environmental branding, the kind that brings brands to life in physical spaces. But the topic of brands and experience refuses to be neatly contained in any kind of space, physical or conceptual, and so you will shortly discover the wide (and still only partial) range of what is involved in strategizing, activating and communicating brands as they learn to thrive across an ever- expanding landscape of touchpoints.\r\n\r\nRead the full Roundtable discussion <a href=\"https://www.brandingmag.com/download/?product-id=173&amp;product-name=Brands+IRL%3A+How+Brands+Are+Experienced+in+Real+Life+-+Branding+Roundtable+32\">here</a>.', 'Brands IRL: How Brands Are Experienced in Real Life', '', 'publish', 'open', 'open', '', 'brands-irl-how-brands-are-experienced-in-real-life', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brands-irl-how-brands-are-experienced-in-real-life', 0, 'thinking', '', 0),
(2296, 1, '2017-08-01 14:51:12', '2017-08-01 14:51:12', '<strong>Brand expert Todd Maute says lawsuit shows how far store brands have come</strong>\r\nBrand expert Todd Maute says the lawsuit that The Kroger Co. filed against Lidl, which goes to trial in January, is a good sign for the private brands industry.\r\n\r\nIn July, Cincinnati-based Kroger filed a federal lawsuit against Arlington, Va.-based Lidl claiming that the German retailer, which at the time had just opened its first U.S. stores, was infringing on Kroger’s well-known “Private Selection” store brand with its “Preferred Selection” store brand. Last week, a U.S. district judge denied Kroger\'s request for an injunction that would have forced Lidl to stop selling Preferred Selection. The judge noted that \"private\" and \"preferred\" have different definitions and set a Jan. 11 date for a bench trial.\r\n\r\nThe lawsuit has created much attention and drama in the private brands industry. It is the new kid on the block (Lidl) taking on the veteran and venerated grocer (Kroger).\r\n\r\nMaute, a partner at New York-based CBX, a brand agency and retail consultant, says the lawsuit reminds him of years ago when the owners of top consumer product brands always went after what they saw as trademark infringement on the part of private brand emulators. But this lawsuit is also different — “A twist on the prevailing dynamic,” Maute says —because one of the top owners and creators of private brands is taking a fellow private brands competitor to court.\r\n\r\nMaute says the lawsuit shows just how far private brands have come.\r\n“Here we have one major grocer suing another over private label trademarks,” he says. “I see it as an indication of how far private label has come, at least with respect to those retailers that truly understand its power and potential.”\r\n\r\nMaute is spot on. Although the timing of the lawsuit was interesting — Lidl says Kroger wanted to throw water on its coming-out party — nobody can fault Kroger for trying to protect a very successful 20-year-old store brand. Credit Lidl as well for not backing down and wanting to protect its own store brand as it continues to open stores in the U.S.\r\n\r\nKroger, the second-largest food retailer in the country, has been a private brands pacesetter. Lidl, which operates more than 10,000 stores across Europe, will also be a private brands leader in the U.S., considering that 90 percent of its assortment comes from private brands and that it will eventually open hundreds of stores.\r\n\r\nMaute says he remembers reading a story several years ago about how Disney lawyers forced a small Florida daycare center to whitewash an image of Mickey Mouse that the center had had painted on the side of its building.\r\n\r\n“Is that aggressive? Sure,” Maute says. “However, nobody could accuse Disney of trademark apathy. Without commenting on the merits of the Kroger-Lidl case, I say kudos to those retailers that fully embrace their store brands — up to and including protecting them in court.”\r\n\r\nOriginally published by <a href=\"http://www.storebrands.com/store-brand-insights/store-brand-news/kroger-lidl-dispute-good-sign-private-brands\">Store Brands Magazine\r\n</a>Photo courtesy of Store Brands Magazine\r\n\r\n<header></header>&nbsp;', 'Editor\'s blog: Kroger-Lidl Dispute a Good Sign for Private Brands', '', 'publish', 'open', 'open', '', 'editors-blog-kroger-lidl-dispute-a-good-sign-for-private-brands', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/editors-blog-kroger-lidl-dispute-a-good-sign-for-private-brands', 0, 'thinking', '', 0),
(2297, 1, '2017-08-10 15:52:20', '2017-08-10 15:52:20', 'Marketing and branding can be silly. But we give them a ton of power to shape how we see the world.\r\nSo we made a podcast to talk about how this stuff really works (how do businesses become “brands”?), make fun of the super stupid stuff (like when brands get “woke”), and trash the really ugly stuff that businesses use their brands to hide.\r\n\r\nAnd we’ll try to understand the biggest question of all...\r\n\r\n<strong>WHAT ARE THE WORLD\'S BIGGEST BRANDS HORNY FOR?</strong>\r\n\r\nJoin us in The Brand Hole to find out.\r\n\r\n<strong>LATEST EPISODE</strong>\r\n\r\n<iframe style=\"border: none;\" src=\"//html5-player.libsyn.com/embed/episode/id/5597128/height/90/width/640/theme/custom/autonext/no/thumbnail/yes/autoplay/no/preload/no/no_addthis/no/direction/backward/render-playlist/no/custom-color/87A93A/\" width=\"640\" height=\"90\" scrolling=\"no\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\nRachel Bernard, VP of verbal strategy at CBX, joins Caitlin to talk about one of the most important parts of brand naming: making sure it\'s not incredibly offensive. We get into why we check for linguistic issues, what we look for, and, most importantly, we tell tales of all the ridiculous disasters we uncover (or create).', 'Horny for Linguistic Disasters', '', 'publish', 'open', 'open', '', 'horny-for-miracle-whip', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/horny-for-miracle-whip', 0, 'thinking', '', 0);
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(2298, 1, '2017-10-03 21:20:19', '2017-10-03 21:20:19', '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', '', 'publish', 'open', 'open', '', 'valvoline-unveils-cutting-edge-innovation-with-launch-of-easy-pour-packaging', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/valvoline-unveils-cutting-edge-innovation-with-launch-of-easy-pour-packaging', 0, 'thinking', '', 0),
(2299, 1, '2018-09-27 17:42:12', '0000-00-00 00:00:00', 'Hello, and welcome to this week’s Design Diary, a collection of five projects from across the world that have impressed us this week.\r\nFor more along these lines (and so many others) follow along all day, every day on Instagram @AIGAeyeondesign, Facebook, and Twitter @AIGAeyeondesign.\r\n\r\n<strong>1. Milton Glaser on surviving the Trump era</strong>\r\n<em>“That sense of paralysis or indifference makes this time seem different.”</em>\r\n\r\nEarlier this week, Steven Heller sat down with Milton Glaser at Cooper Union in New York to talk about the recently reissued version of Glaser’s The Design of Dissent, co-authored with Mirko Ilic). Originally published more than a decade ago, the new edition compiles recent examples of design that express political and social resistance, and sums up our current state of affairs with the revised subtitle “Greed, Nationalism, Alternative Facts and the Resistance.” Glaser began the conversation with the story of one of his earliest memories of a protest at his apartment building in the Bronx turned violent by the police, which he used to explain his inclination—both in his design work and in life—to the left. “I learned that the only way to deal with men beating you over the head, was to resist.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-1.jpg\"><img class=\"alignnone size-full wp-image-10915\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-1.jpg\" alt=\"\" width=\"640\" height=\"960\" /></a><em>Milton Glaser\'s \"We are all African\" poster for School of Visual Arts</em>\r\n\r\nSo how’s that mindset faring for Glaser today, in the era of Trump? Heller asked Glaser if he felt there was a difference in this period of political strife, in comparison to the other tumultuous periods of U.S. history that he has lived through: the McCarthy era, the Cold War, Vietnam, Civil Rights. “I think the most difficult thing to deal with now is that nothing seems real,” Glaser responded. “One thing that Trump has done, and society has done in general, is use the means of communication to basically make people’s response inert, and make them feel that there’s nothing they can do. That sense of paralysis or indifference is what has makes this time seem so much more unlinked to anything [else].”\r\n\r\nA bit more uplifting was Glaser’s still-firm assertion that art and design play an important role in resisting the indifference he described. “If you think of [art] as a means of survival, and the idea of beauty as something to be obtained, then you can devote your life to it without any other reward… it’s essential to human survival. If you like Mozart and I like Mozart, we have something in common. If we have something in common, we’re less likely to kill one another.” Watch the full talk here.\r\n\r\n<strong>2. A book on sneakers, designed by Rodrigo Corral</strong>\r\n<em>One of our favorite book designers takes a crack at an unlikely subject</em>\r\n\r\nSneakers, a new book by designer Rodrigo Corral and journalists Alex French and Howie Kahn, is a super nerdy, very in-depth exploration of the cultural significance of the titular object—weaving together sneaker stories from the likes of Kobe Bryant and Serena Williams, along with shoe designer Tiffany Beers and Bruce Kilgore, the creator of the Air Force 1s. The book is basically a shrine to a well-worshiped design object, so of course the design is on par: Corral, the designer behind some of our favorite book covers, did the design and art direction for the book.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-2.jpg\"><img class=\"alignnone size-large wp-image-10916\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-2-1024x576.jpg\" alt=\"\" width=\"1024\" height=\"576\" /></a>\r\n\r\nEach of the book’s chapters is dedicated to a person and his or her sneaker story, so each gets its own visual treatment by Corral, with custom art, photography, and illustrations. Corral and his team had to track down all of the sneakers the contributors talked about, often traveling to shoot the shoes in person.\r\n\r\nOn the idea behind the minimalist cover design, Corral told Men’s Journal, “Sneakers mean so many things to so many different people. I don’t want to explain Sneakers away visually, but it also can’t be too conceptual. It needs to grab your attention and then let you make it personal. You know which shoes are inside the white box, I don’t want to fill that space for you.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-3.jpg\"><img class=\"alignnone size-large wp-image-10917\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-3-1024x576.jpg\" alt=\"\" width=\"1024\" height=\"576\" /></a>\r\n\r\n<strong>3. She Should Run branding by CBX\r\n</strong><em>Systematic, compelling design to get women to run for office\r\n</em>\r\nOver at our sister site <em>Design Observer</em>, they marked Tuesday’s elections with a conversation with Lesley Stordahl, creative director at CBX, about working with the non-profit She Should Run. The organization was founded with the impressive goal of getting 250,000 women to run for elected office by 2030, and Stordahl talked about using design and strategy to help them accomplish it. How do you reach and speak directly to women who might be thinking about running for office, but need the support and resources to do so?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/she-should-run.jpg\"><img class=\"alignnone size-large wp-image-10918\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/she-should-run-647x1024.jpg\" alt=\"\" width=\"647\" height=\"1024\" /></a>\r\n\r\nCBX took the existing logo and created an evolving icon system that can be used variously for their different endeavors. The most interesting parts of the interview were in Stordahl’s distilling down of the details:\r\n\r\n“We’re living in this world of amazing new breakthrough political design and also—I hate to say ‘terrible’—staid design. Compare the Hillary [Clinton] identity with ‘Make America Great Again’ and there’s a clear line around political parties, innovation, and young and old.\r\n\r\n“She Should Run is bipartisan and they were very clear about the need to appeal to both sides. How do we bring a modernity to the visual but still make it feel bipartisan? For us, it was softening the red a little bit—not going with a really harsh, traditional red—giving it almost a slight coral. It was using more of a cyan than a navy or an overly masculine dark blue. And to make sure that we’re showing women and there’s representation, because there’s so much reflection [from their audience] that ‘this is for me.’ We have to be inclusive to all ages, races, backgrounds. That’s something that we try to keep in mind as we develop with them.”\r\n\r\n<strong>4. Artists for Gender Equality film series</strong>\r\n<em>Artsy and Gucci launch a three-part film with the women of the art world\r\n</em>\r\nGender inequity isn’t just a problem in politics, as we all know. Despite the increasing exposure of feminist artists and artworks in recent years, the artists represented by the top galleries across New York, Los Angeles, and Chicago are still roughly 70 percent male, according to artist Micol Hebron’s ongoing “Gallery Tally” project. In collaboration with Gucci, Artsy has set out to address the ever-prevalent issue with a beautifully shot film series, put out in three parts. Part One, “Past,” features Barbara Zucker, Lynn Hershman Leeson, Faith Ringgold, Joan Semmel, and Todd Levin discussing the barriers women faced in the 1970s, and the events and individuals that broke through them. In the upcoming segments on “Present” and “Future” we’ll hear from Marilyn Minter and Petra Collins, among others. See the full lineup here.\r\n\r\n<strong>5. Sirio Luginbühl book, designed Riccardo Pirotto</strong>\r\n<em>A beautiful homage to the experimental Italian cinematographer\r\n</em>\r\nItalian-born, Berlin-based Riccardo Pirotto describes himself as a “concept/art designer,” but by any name we’re sure his work would smell as sweet. We’re impressed with one recent project in particular, a book he designed about Sirio Luginbühl, an experimental cinematographer in the Italian “underground” cinema scene of the 1970s and ’80s. “The book is designed as an auto-biographical diary with a series of small texts, short stories, images (old postcards, documents) and photographs collected by the author during his lifetime,” Pirotto explains. “The cover is a lenticular image made by two frames shot in one of his movie.”\r\n\r\nA beautiful piece of work about a fascinating artist, who hung out with the likes of Pasolini, Emilio Vedova, Gregory Markopoulos.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-4.jpg\"><img class=\"alignnone size-large wp-image-10919\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-4-1024x683.jpg\" alt=\"\" width=\"1024\" height=\"683\" /></a>\r\n\r\nOriginally published by <a href=\"https://eyeondesign.aiga.org/no-168-milton-glaser-talks-trump-cbx-dissects-the-branding-of-politics-rodrigo-corral-gets-deep-into-sneakers-more/\">AIGA Eye on Design</a>\r\nPhotos courtesy of AIGA Eye on Design', 'No. 168: Milton Glaser Talks Trump, CBX Dissects the Branding of Politics, Rodrigo Corral Gets Deep Into Sneakers + More', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2299', 0, 'thinking', '', 0),
(2300, 1, '2017-11-30 17:39:26', '2017-11-30 17:39:26', '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?', '', 'publish', 'open', 'open', '', 'when-disruption-happens-whats-the-best-way-for-brands-to-respond', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/when-disruption-happens-whats-the-best-way-for-brands-to-respond', 0, 'thinking', '', 0),
(2301, 1, '2018-01-11 23:01:15', '2018-01-11 23:01:15', '<strong>A reboot 2 years in the making</strong>\r\nThirty-five years after making a splash with the introduction of Diet Coke, the Coca-Cola company announced that the marquee product is getting a “full brand restage.” Starting next month, consumers who pass by the beverage case will see Diet Coke in new product dress: A skinny silver can sporting a bold center stripe whose colors correspond to four new flavors.\r\n\r\nAccording to a company statement, the new look and taste are aimed at “re-energizing and modernizing Diet Coke for a new generation of drinkers.”\r\n\r\nThe most noticeable part of the rebranding will be the package design, which Coke developed with a creative assist from U.K.-based shop Kenyon Weston. Though the new cans contain 12 fluid ounces just like their older counterparts, they sport a slender profile that’s more evocative of Red Bull or Starbucks Refreshers than mom’s standby diet soft drink. (Diet Coke’s original packaging will not be discontinued; the new cans will instead be offered as an option in the existing lineup.)\r\n\r\nWhile slender cans may function as a kind of subliminal cue to the low-calorie beverage inside, Cola-Cola North America’s group director for Diet Coke Rafael Acevedo told Adweek that his team chose the new cans for another reason. “It makes the brand feel more contemporary,” he said. “It modernizes the brand and makes it feel very premium.”\r\n\r\nCola-Cola devoted no fewer than two years in this effort, an obvious measure of the project’s importance. “We tried to behave very entrepreneurially and move as fast as we could,” Acevedo said. “But when you’re recasting the second largest brand in the company you want to make sure you get it right.”\r\n\r\nThe retooling project was based on intelligence gathered from interviews with 10,000 consumers who were queried for their opinions on both packaging styles and, perhaps even more importantly, flavors. After testing 30 new varieties, the company finally settled on four: Ginger Lime, Twisted Mango, Feisty Cherry and Zesty Blood Orange.\r\n\r\nAs the names suggest, the goal here is to appeal to the taste buds and the discernment of younger consumers, who have been steadily drifting toward energy drinks and flavored waters. Indeed, soda consumption overall has been slipping for over a decade now, and an in-house study released by Beverage Digest in April of last year noted that while sales of Diet Pepsi have suffered the most (slipping 9.2 percent), Diet Coke’s volume had fallen by 4.3 percent.\r\n\r\nAcevedo denied that Coke undertook the strategy as a direct response to those market pressures, saying instead that it “was more driven by the consumer versus the competition. Younger consumers are longing for new experiences and bolder flavors and innovation. In order for us to be relevant for the younger audience, we need to evolve with them.”\r\n\r\nDustin Longstreth, chief marketing and chief strategy officer of brand and design agency CBX, agrees that there’s a need for that evolution. “There is a population of the current generation of consumers that are probably suspicious of soft drink formulations in general—they equate it with something unnatural and overly processed product. Simultaneously, it is a category that continues to grow through increasingly bold and innovative flavor experiences. In the case of Diet Coke, they clearly sought to stay true to who they are to appeal to their Diet Coke loyalists while also giving prospective new consumers an interesting excuse to give it a try.”\r\n\r\nIf all goes as Coke hopes, part of that interesting excuse will come from an accompanying marketing campaign to kick off next month from creative shop Anomaly. While Acevedo would not part with many details about the work, he said, “it’ll have the essence of Diet Coke, but the personality of the brand is evolving and modernizing.” In addition, Diet Coke will depart from its traditional focus on female consumers—historically, the core buyer of diet beverages—and roll out a creative effort that “will be more gender neutral.”\r\n\r\nTime will tell, of course, if consumers cotton to the changes, but Hayes Roth, principal of branding shop HA Roth Consulting, believes that they were worth making. While many beverage brands are tinkering with new flavors, he points out, the new packaging “will set them apart. I’d say it’s a bold, smart move, and they’re covering themselves because they’re keeping the original size [can.] The old Coke can looks dated by comparison.”\r\n\r\nOne significant thing that won’t change is Diet Coke’s original formula—a fact the company took pains to make clear in the second line of its news release: “No, the one-and-only Diet Coke is not being reformulated.”\r\n\r\nThe advisory appears to be a thinly-veiled reference to the 1985 launch of New Coke—which remains the greatest product fumble in history with the possible exception of the Ford Edsel.\r\n\r\nIntended to improve on the then 99-year old Coca-Cola formula, New Coke was supposed to transform and revolutionize the product. Instead, it sent consumers scrambling to stock up on the original Coke and overloaded the company switchboard with 8,000 complaint calls a day—a “firestorm of consumer protest,” the company acknowledges today.\r\n\r\n“We’ve had the opportunity to learn through the years that if you have something great you don’t mess with that,” Acevedo said. “We know we have a loyal following that loves the taste and we want it to be super clear that we don’t want to change that great taste.”\r\n\r\nOriginally published by <a href=\"http://www.adweek.com/brand-marketing/can-diet-cokes-new-skinny-rainbow-colored-cans-attract-the-millennials-it-covets/?lipi=urn%3Ali%3Apage%3Ad_flagship3_company%3BzM6Ck4bKRgOhTmwaDgnW1Q%3D%3D\">Adweek</a>\r\nPhoto courtesy of Robert Klara', 'Can Diet Coke’s New Skinny, Rainbow-Colored Cans Attract the Millennials It Covets?', '', 'publish', 'open', 'open', '', 'can-diet-cokes-new-skinny-rainbow-colored-cans-attract-the-millennials-it-covets', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/can-diet-cokes-new-skinny-rainbow-colored-cans-attract-the-millennials-it-covets', 0, 'thinking', '', 0),
(2302, 1, '2018-01-09 18:27:34', '2018-01-09 18:27:34', 'With its acquisition of Whole Foods Market for $13.7 billion in cash last summer, it’s evident that Amazon is hungry for a slice of the $668 billion grocery market.\r\nBut just how big of a bite does Amazon want to take of the market? And how much of a stake will Amazon, already a major player in several non-food private-branded categories, seek in the burgeoning consumer packaged goods store brands segment, which is reinventing itself with innovative and exclusive offerings every day?\r\n\r\nAmazon representatives would not comment on the company’s goals in grocery and private brands for this story, but several industry pundits predicted after Amazon’s purchase of Whole Foods that it was just a matter of time before Amazon ruled the grocery industry. But former Amazon decision maker Brittain Ladd, who left the company recently after working there for two years where he helped develop strategies to expand Amazon Fresh and Amazon Pantry, says that while Amazon has the potential to surpass Walmart and become the nation’s top grocer, he is not so certain the Seattle-based company will attempt to do so.\r\n\r\nThrough its 460 brick-and-mortar stores received in the Whole Foods deal and its online dominance, Amazon wants to become a one-stop shop for many retail things, from grocery to electronics to books to apparel and to furniture, Ladd says, with private brands playing a key role across the board.\r\n\r\n“As Amazon convinces more of its customers to turn to it for grocery, its value proposition increases dramatically as does the company’s competitive position,” says Ladd, now a Seattle-based consultant who specializes in private brands and other retail segments.\r\n\r\nAmazon and Whole Foods together own about 1.4 percent of U.S. grocery market share, with Walmart leading at 14.46 percent, according to GlobalData Retail.\r\n\r\nPrivate brand consultant Todd Maute, a partner with New York-based brand agency CBX, says his “gut feeling” tells him that Amazon doesn’t want to rule the grocery world. But ruling the retail world is another matter.\r\n\r\n“As Amazon continues to expand into more and more categories … that is where I think Amazon will rule the world,” he adds. “I think Amazon is just going to continue to go after one segment of business after another.”\r\n\r\nAmazon Founder and CEO Jeff Bezos realized that just selling groceries online will not allow the company to capture much grocery market share, which is why Amazon purchased Whole Foods. So now Amazon has gone to market in grocery with a powerful one-two punch. And as creative as Amazon has been in the past to attract new customers, consumers can expect even more retail ingenuity as Amazon synchronizes the synergies of getting consumers to come to its physical stores while continuing to shop online.\r\n\r\n“Amazon is obsessively interested in getting its customers to buy more,” says Bill Bishop, co-founder of Brick Meets Click, a Barrington, Ill.-based consulting firm. “Amazon wants to invent a brand new distribution system. But they just don’t want to invent it, Amazon wants to own it.”\r\n\r\nLadd expects Amazon’s market share to grow in grocery, but not through an all-out onslaught. Amazon is already the nation’s largest online grocer, even though e-commerce grocery sales currently account for less than 3 percent of grocery and consumable sales. But through its online subscription services, such as its offering of free streaming video and music with a Prime membership, Ladd says Amazon will continue to secure more grocery customers online. At the store level, Ladd believes Amazon will offer exclusive products that can’t be purchased online to get more customers into stores.\r\n\r\nAmazon is also straightening out the technical hiccups it had with Amazon Go, its Seattle-based brick-and-mortar store that allows shoppers to check in via a mobile app, take the products they want and automatically pay upon leaving, all without scanning barcodes or waiting in checkout lines. Amazon may even deploy the technology at its Whole Foods stores.\r\n\r\n<strong>SO WHAT DOES</strong> Amazon’s grocery business mean for private brands in general?\r\n\r\nA boon, perhaps.\r\n\r\nAmazon introduced its first own brands for food and household items in the second half of 2016. The lines include Wickedly Prime, Happy Bear, Presto! and Mama Bear. Wickedly Prime features more premium items, such as soup, nuts, herbal tea, popcorn, chips and and snacks. Happy Bear includes more mainstream items such as water, coffee and seasonings. Presto! features household items like paper towels, toilet paper and detergent. The Mama Bear line offers baby food and snacks and other items for infants.\r\n\r\nThe all-important own-brand exclusive factor is evident, especially in Wickedly Prime items such as organic roasted seaweed snacks, plantain chips and ginger snap-flavored cookie spread. Presto! features many bio-based cleaners, which are innovative and attractive to millennials.\r\nBefore entering grocery — and recognizing that own brands lead to better margins, which result in higher earnings — Amazon had already introduced a slew of private brands in electronics, fashion and other categories. In total, Amazon offers more than 30 private brands.\r\n\r\nMaute believes Amazon is approaching private brands in much the same way that traditional grocers do to drive incremental margins.\r\n“Amazon is saying it has a captive audience that is coming to it for convenience, value and variety, and it will create [grocery] brands that people will love because they love Amazon,” he states.\r\n\r\nWith Whole Foods, Amazon acquired the retailer’s popular 365 Everyday Value, Whole Foods Market and Whole Paws private brands, which Amazon is also selling online. Those private brands added $700 million in sales to Amazon’s own-brand lines, which are expected to generate about $4.3 billion in sales, according to analyst Youssef Squali of SunTrust Robinson Humphrey, in a CNBC news report. By 2022, Amazon should get about $20 billion in revenue from its private-branded products, accounting for about 5 percent of total sales, Squali says.\r\n\r\nLadd says private brands will continue to pose a “gigantic opportunity” for Amazon. Ladd expects Amazon will begin selling its own brands, such as Wickedly Prime, in Whole Foods stores.\r\n\r\n“You will see Amazon put as much of their private label products into those stores as possible because the margins are better, and it’s a good way to differentiate yourself from the competition,” he adds.\r\n\r\nLadd also expects Amazon to continue innovating in grocery private brands.\r\n\r\n“When Amazon enters a category, it does so with an absolute and sincere desire to create high-quality products for customers,” he adds. “Amazon will look for opportunities to enter into even more product lines as long as it can maintain high standards, add value and differentiate its offerings from other private label products on shelves from other retailers.”\r\n\r\nAn advantage that Amazon has online is that it knows its customers well through its extensive data so it can build recommender systems that suggest products to people who visit its website. “Amazon has evolved and improved its recommender engine and today they master this to perfection,” according to Datafloq, a European firm that offers information, insights, knowledge and opportunities to drive innovation through data.\r\n\r\nDiana Sheehan, director of Kantar Retail’s grocery channel research team, says she also expects Amazon will continue to add more food and beverage items to its private brands.\r\n\r\n“But will Amazon do it in new products or will it capitalize on Whole Foods’ established 365 brand? I think that is the big question,” Sheehan adds.\r\n\r\nIf Amazon is going to compete in grocery, “it means competing effectively with a unique and innovative private label offering,” Sheehan notes.\r\n\r\n“As such, I do believe they will continue to invest. They are investing in private brands across the board, and grocery should not be any different,” she adds.\r\n\r\nBishop says store brands in general are “building a head of steam toward the next generation of private label.” He expects Amazon to be part of that next generation.\r\n\r\n“I can’t imagine that Amazon is not going to do something similar as Whole Foods 365 and skip ahead to a highly differentiated aspirational private label line, [which is] just as good but at a lower price,” he says.\r\n\r\n<strong>AMAZON IMMEDIATELY</strong> lowered prices on many Whole Foods’ products on the first day it officially owned the retailer, obviously trying to shed the “Whole Paycheck” label stamped on Whole Foods for its high prices. But what does the future hold for Whole Foods besides Amazon just lowering prices?\r\n\r\nLadd expects Amazon to change the name of Whole Foods in the future to something akin to Amazon Prime Grocery. He also says Amazon needs to change the assortment at Whole Foods stores to make them resemble other major grocers like H-E-B, Albertsons and The Kroger Co.\r\n\r\n“I say that because Whole Foods was a failing retailer when Amazon bought it,” Ladd adds, pointing to Whole Foods’ several consecutive quarters of lost growth before Amazon purchased it.\r\n\r\nAmazon will add more brick-and-mortar stores, but Ladd predicts they will have a different look and format than Whole Foods.\r\n\r\n“It’s in Amazon’s best interest to reimagine the grocery experience in the store as well as reimagining the experience online,” he says.\r\n\r\nTo differentiate itself and bring in more customers, Ladd expects Amazon to create stores that are more in its image, which could mean the stores will also sell Amazon’s private-branded brand electronics and apparel.\r\n\r\n“There is nothing preventing Amazon from building a few hundred more or 1,000 more stores,” he adds.\r\n\r\nLadd also expects that Whole Foods CEO and Founder John Mackey will soon be gone for the business.\r\n\r\n“I think it’s in Amazon’s best interest and the best interest of Mackey if that relationship ends sooner rather than later,” Ladd says. “It’s probably painful for Mackey to watch all the changes that Amazon is going to make and has already made.”\r\n\r\nSheehan calls Amazon “the world’s ultimate catalyst in retail.” But Sheehan also says the industry has seen this before.\r\n\r\n“Every few decades a retailer comes in and changes the game,” Sheehan says. “Twenty-five years ago we were talking about Walmart the same way. Amazon may be the trigger, but technology as a whole is forcing change in retail. This is just about the natural evolution of grocery. Amazon is the player this time, and Walmart was the player 25 years ago. In 25 years there will be another player that shakes things up.”\r\n\r\nOriginally published in <a href=\"https://storebrands.com/amazon-king-jungle\">Store Brands</a>\r\nPhoto courtesy of Store Brands', 'Amazon: King of the Jungle', '', 'publish', 'open', 'open', '', 'amazon-king-of-the-jungle', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/amazon-king-of-the-jungle', 0, 'thinking', '', 0),
(2303, 1, '2017-12-11 18:46:46', '2017-12-11 18:46:46', 'Remember all the hoopla over Bic Pens For Her? In one of the great, sexist product misfires of the past decade, Jezebel pointed out the sheer ridiculousness of a writing implement that could—gasp—finally be used by women.\r\nWell, surprisingly enough, it was such a tremendous disaster that they’re still being sold. One quick Amazon search will give you all the proof you need that Bic For Her is alive and well, perhaps driven by the stubbornness of pen executives who refuse to think they were wrong and/or are possibly entertained by the hilarious Amazon comments they still continue to inspire to this day. It’s this particular kind of sexist branding and packaging that relies upon grossly outdated ideas and tired tropes that leaves many creatives asking:\r\n\r\nHow do we design in a way that will actually speak to what female consumers want?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/dieline-2.png\"><img class=\"alignnone size-full wp-image-10984\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/dieline-2.png\" alt=\"\" width=\"500\" height=\"500\" /></a><em>Depot\'s work on Bare skincare</em>\r\n\r\n“I think we look and listen to where women are at right now,” says design studio Depot’s founder Angela Spindler. “Things have changed and I feel we are now more than ever in a state of flux. Boundaries are blurring or disappearing. We don’t like being labeled or tidied into convenient categories, so perhaps we should think less about designing for women and think more about designing for people.”\r\n\r\nHaylee Powers of Bad Bitch Branding agrees, saying, “In some ways, we don’t need to worry so much about designing for women. We need to worry about how to design for people. The way in which brands have come out with smaller versions of pens to fit a woman’s hand like with Bic for Her, pink versions of razors and energy bars that are lower calories is ludicrous.”\r\n\r\nUnfortunately, there are countless examples across many industries. Brands seem hellbent on marketing beer solely to women, from the low-calorie Chick Beer with a six-pack case done up like a purse, to the recently released Czech Aurosa. Hell, there’s even been a car designed just for women by Cosmopolitan and Spanish carmaker Seat. And gender-specific marketing is an equal opportunity offender, as men with colds or a penchant for greek yogurt, there’s now their own brogurt and man-sized Kleenex to protect their fragile masculinity.\r\n\r\n“The problem with creating a brand that is supposed to be feminine,” Haylee says, “is that the research is often overlooked. Design is visual communication, and I would be the worst designer if I just created something that looked feminine instead of developing a strategy. Typically a strong brand strategy stems from a unique selling proposition, target market research, the persona creation and more.”\r\n\r\n“With any design regardless of gender,” Angela says, “we look at relevance, and that can encompass a huge array of things.” Currently, her studio is working on branding and packaging for a product that in the past was associated with men but is now being targeted at women as the category has recently seen a shift—motorcycling. As gender barriers and norms break down, that experience becomes more universal, something shared. “They are carving a space within the culture to express their passion, freedom, and individuality. So, in designing this product branding and packaging we are responding to the relevance of this expression—so in fact, it becomes less about designing the product for women and more about their experiences which could arguably be very similar to men.”\r\n\r\nRecently, creative design agency Anomaly crafted Sally Hansen’s Shetopia campaign, which explores a world with reversed gender roles that champions real-life, self-made women—a world where men are the primary childcare providers AND they apologize for interrupting women during a business meeting. It’s an incredibly powerful campaign and one that celebrates founder Sally Hansen’s own entrepreneurial wherewithal and go-it-alone attitude.\r\n\r\nNot only does the Shetopia ad speak directly to women, it confronts sexism head-on. It’s a much-needed reminder that designers and marketers have a duty to challenge outdated and pervasive sexist branding. “It’s an economic responsibility to ask if it’s necessary to limit the number of potential consumers by 50%” Rachel Bernard of Branding Agency CBX says. “But it\'s also a social responsibility to ask whether it’s right to continue to push the idea that certain product categories, like cooking and cleaning products, belong primarily in the domain of women.”\r\n\r\nThe days of gendered marketing may be numbered, and deeply out of touch campaigns like Bic For Her will someday be a thing of the past as attitudes and perceptions about gender continue to evolve.\r\n\r\n“Interestingly,” Rachel says, “younger generations are exploring gender fluidity while becoming less binary each day. Brands need to be conscious of the changing attitudes and adjust their marketing appropriately. When Gen Z reaches peak buying power, gendered branding may be a thing of the past or operate under a different set of rules.”\r\n\r\nOriginally published by <a href=\"http://www.thedieline.com/blog/2017/12/4/designing-for-women-without-being-a-sexist-jerk\">The Dieline</a>\r\nPhotos courtesy of The Dieline', 'Designing For Women Without Being a Sexist Jerk', '', 'publish', 'open', 'open', '', 'designing-for-women-without-being-a-sexist-jerk', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/designing-for-women-without-being-a-sexist-jerk', 0, 'thinking', '', 0);
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(2304, 1, '2018-01-15 19:00:16', '2018-01-15 19:00:16', '<a href=\"https://www.belsomra.com/\">Belsomra</a> is a hell of a drug.\r\nFor an insomnia medication, this was a real breakthrough. The pill is an orexin inhibitor that targets the pathways of the brain which keep us awake, effectively shutting them off and telling the brain to go beddy-bye.\r\n\r\nBut because of the type of drug it was, it had to be packaged in a blister pack, not just to keep a prying child’s hands away, but because it would ruin the efficacy of the drug. Seems reasonable enough, right?\r\n\r\nNow imagine that you haven’t slept since you don’t know when. Maybe you’re worried about losing your job. Maybe you have a couple kids that take up every last minute of your day. Maybe you have a set of nightly rituals and if one goes wrong, you know you won’t sleep tonight. Did you draw a warm bath? That First Rain incense burning? The heightened state of anxiety that plays out is just as routine as the sleepless nights.\r\n\r\n“These are people whose lives and health are in jeopardy,” CBX Strategy Director Brian McDonagh says. “So here’s a medication that may solve all of your problems, but best of luck getting it out of the package.”\r\n\r\nAccording to Brian, there’s a disconnect between the various drug manufacturers and medical device makers and the consumers they help. “Their focus, and rightly so, has been on the solution and the drug,” he says. “That whole mindset is about process, control, and rigor. You don’t want something to end up on the market that’s ineffective or dangerous. It’s basically the scientific process—test, repeat, verify. Everything about that is methodical and clinical.”\r\n\r\nSo how can designers eliminate all the of the physical, perceptual, and emotional barriers for patients along the way?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/download.jpeg\"><img class=\"alignnone size-full wp-image-10989\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/download.jpeg\" alt=\"\" width=\"1000\" height=\"667\" /></a>\r\n\r\nIn the case of Belsomra, CBX had the opportunity to make the packaging much more functional. Because the chemical integrity of the pill couldn’t be compromised, the blister pack wasn’t something that could be entirely eliminated. The packaging first came as a large rectangular box of blisters with even more boxes inside as well. They cut out the extraneous packaging waste while reducing the cavity size of the blister so that it was less a gigantic brick of plastic and more like a smartphone. They also improved the opening and closure of the product so that it’s much more navigable—now, there’s a clear front and back.\r\n\r\n“You have to have an empathy gene,” Brian says. “That’s the hidden gem in all of this. Everyone I’ve worked with—whether it was a medical device or a vaccine—99.9% of these guys really want to help people.” But no matter how groundbreaking or effective the drug, if it doesn’t get inside the person’s body in the right way at the right time, then what’s the point of making it?\r\n\r\nBut in order to do this, the most important thing, Brian says, is getting out there and understanding the client. “You have to go and talk to people,” he says. “You have to go into where they live and work and observe. Be immersed as much as you can.”\r\n\r\nSo where is medical packaging going? Does medicine even need to look like medicine? Just because a bottle has a screw-tap today doesn’t necessarily means it needs to be that way tomorrow. Epinephrine doesn’t need to be administered from a $600 gluestick. Just look at the EpiPen’s competitor Auvi-Q with it’s slim, easily-portable and helpful design.\r\n\r\n“No one wants to be reminded that they’re sick, Brian says. “A lot of stuff coming out is bright and optimistic—it doesn’t look clinical.” Part of that comes down to how we speak to patients, and designers can remove that stigma that comes from being sick. How do you let them own it and not be ashamed?\r\n\r\nDesigners also need to be aware that most medicines will soon be connected to your smartphone. In the case of schizophrenia medication Abilify MyCite, a small microchip is embedded with the drug that digitally tracks whether or not a patient has taken their medication. Understanding the relationship between how we package medicine, how we’re signaled to take it and how it connects to our lives as an everyday object needs to be considered.\r\n\r\nBrand managers and designers can help bridge the gap and do the heavy lifting that medical providers cannot, so they can instead focus on developing the products that can potentially save our lives. Designers can help make the products more human, easier to use.\r\n\r\n“After all,” Brian says, “a pill not taken helps no one.”\r\n\r\nOriginally published in <a href=\"http://www.thedieline.com/blog/2018/1/15/how-medical-packaging-can-stop-sucking-and-start-saving-more-lives\">The Dieline</a>', 'How Medical Packaging Can Stop Sucking and Start Saving More Lives', '', 'publish', 'open', 'open', '', 'how-medical-packaging-can-stop-sucking-and-start-saving-more-lives', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-medical-packaging-can-stop-sucking-and-start-saving-more-lives', 0, 'thinking', '', 0),
(2305, 1, '2018-01-17 16:26:19', '2018-01-17 16:26:19', 'Design in American politics doesn’t sound like it would be anything special—a little red, white, and blue, some stars and stripes, and you’re set. It’s practically what’s expected, so is there really any need to innovate beyond that?\r\nWell, if 2017 was any indication, the answer is a resounding, “Hell yes.” And NYC brand and design agency CBX truly took this to heart when designing <a href=\"http://www.sheshouldrun.org\" target=\"_blank\" rel=\"noopener\">She Should Run</a>, an organization that aims to expand the talent pool of women running for office in the United States.\r\n\r\n“They didn’t want to look all the way like a political campaign,” explained Lesley Stordahl, Creative Director at CBX. After all, She Should Run is so much more than that—it goes beyond pushing people to nominate other women to run for office but also encourages, motivates, and inspires women so they themselves feel confident enough to run. It’s no surprise that <a href=\"https://www.npr.org/2016/06/11/481424890/even-with-a-female-presumptive-nominee-women-are-underrepresented-in-politics\" target=\"_blank\" rel=\"noopener\">women are underrepresented</a> at all levels in the <a href=\"http://www.sheshouldrun.org/mission\" target=\"_blank\" rel=\"noopener\">500,000+ elected offices across the country</a>. And without women in these roles, the cycle perpetuates itself, leaving young girls without role models in political office.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss1.jpg\"><img class=\"alignnone size-large wp-image-11051\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss1-1024x334.jpg\" alt=\"\" width=\"1024\" height=\"334\" /></a>\r\n\r\nSo how could CBX design She Should Run to help change the culture of women in politics at its core? The answer was to make it welcoming.\r\n\r\n“It was about softening some of the pieces so it feels approachable,” said Lesley. “I wouldn’t say feminine—just approachable.”\r\n\r\nLesley pointed towards the Obama campaign as one that truly achieved a design which felt accessible. “They did a great job of smoothing things out, with a deep blue and a deep red,” she mentioned. And the result is that people truly felt like they were a part of something and actually standing with Obama, rather than just voting for him.\r\n\r\n“As we moved towards designing for women it takes some of the harshness and aggressiveness out of the pieces,” she added. Variety, from different fonts and a wider range of colors (like the coral used for She Should Run as opposed to a bright red) makes it all feel more attainable, not to mention modern.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss2.jpg\"><img class=\"alignnone size-large wp-image-11052\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss2-1024x575.jpg\" alt=\"\" width=\"1024\" height=\"575\" /></a>\r\n\r\nBut it’s a bit of a balancing act. Of course, you certainly don’t need American flags plastered all over something to indicate it’s something political, but you also can’t entirely forgo these elements in an effort to create something brand new. “When you try to push design into a whole new place, and if you don’t have some of those residual codes,” she said, “then someone may go right past you and not think you’re telling a political activism story. So how can we modernize them—feminize them if they need to be—and make them clear so that someone can take action from that moment?”\r\n\r\nMaking it inclusive is key—and this very well may be the defining characteristic of the role design can play in politics, in 2018 and far into the future. When applied to brand design as a whole, Lesley advises designers, “Appreciate that design is general. If you look to other industries there’s a blurring of lines of what’s traditional masculine and feminine.”\r\n\r\nShe Should Run is geared towards women specifically so female icons were used, but this still meant some careful consideration to often overlooked details. “We included all racial identities,” Lesley mentioned, “so we had to think about the figures, their hair shape, and the shape of the forms themselves.” The final look and feel is hardly the typical portrayal of femininity; rather, it represents strength in womanhood and humanity as a whole.\r\n\r\nAnd this, in turn, ignites action.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss3.jpg\"><img class=\"alignnone size-full wp-image-11053\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss3.jpg\" alt=\"\" width=\"600\" height=\"600\" /></a>\r\n\r\n“People have lost sight of the fact that doing something can be very easy. There’s so much apathy and people feel like it’s so insurmountable to even fix anything,” Lesley added. “They want to fix it rather than participate in ways to change.” So in order to overcome this helplessness and immense overwhelm, political design must also feel doable.\r\n\r\nShe mentioned Alabama’s Senate election in which African American women in particular played a vital role in Doug Jones getting elected. “Black women showed up to vote, which sounds like a simple thing,” Lesley said, “but it was also such a big thing.”\r\n\r\n“As we design for any marginalized group, we need to make it clear that there are simple actions you can take. It must feel intuitive, like you’re part of it,” Lesley stated. “It’s important for people to feel like they have done something in the most simple way possible. So that means design needs to be simple.”\r\n\r\nOriginally published in <a href=\"http://www.thedieline.com/blog/2018/1/17/how-design-is-giving-american-politics-a-brand-new-look\" target=\"_blank\" rel=\"noopener\">The Dieline</a>', 'How Design Is Giving American Politics a Brand New Look', '', 'publish', 'open', 'open', '', 'how-design-is-giving-american-politics-a-brand-new-look', '', '', '2018-09-28 21:38:12', '2018-09-28 21:38:12', '', 0, 'http://cbx.cappendev.com/thinking/16/how-design-is-giving-american-politics-a-brand-new-look', 0, 'thinking', '', 0),
(2306, 14, '2018-04-23 15:31:41', '2018-04-23 15:31:41', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\r\n\r\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\r\n\r\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\r\n\r\n<strong>Extras Aren’t Extraneous</strong>\r\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\r\n\r\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\r\n\r\n<strong>Case Study:</strong> This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\r\n\r\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one <strong>(1)</strong>.\r\n\r\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\r\n\r\n<strong>Think “Universal” for Product Design</strong>\r\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use <strong>(2)</strong>. Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\r\n\r\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\r\n\r\n<strong>References</strong>\r\n<strong>1</strong> Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\r\n\r\n<strong>2</strong> The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\r\n\r\nOriginally published by <a href=\"http://www.bioprocessintl.com/2018/elucidation-your-brand-is-the-patients-experience/\">BioProcess International</a>', 'Your Brand Is the Patient’s Experience', '', 'publish', 'open', 'open', '', 'your-brand-is-the-patients-experience', '', '', '2018-09-27 21:34:55', '2018-09-27 21:34:55', '', 0, 'http://cbx.cappendev.com/thinking/16/your-brand-is-the-patients-experience', 0, 'thinking', '', 0),
(2307, 12, '2018-05-07 19:23:47', '2018-05-07 19:23:47', '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', '', 'publish', 'open', 'open', '', 'strong-brands-help-retailers-adapt-to-change', '', '', '2018-09-27 21:23:16', '2018-09-27 21:23:16', '', 0, 'http://cbx.cappendev.com/thinking/16/strong-brands-help-retailers-adapt-to-change', 0, 'thinking', '', 0),
(2308, 1, '2018-07-06 14:58:49', '2018-07-06 14:58:49', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\r\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\r\n\r\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\r\n\r\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\r\n\r\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\r\n\r\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\r\n\r\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\r\n\r\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\r\n\r\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\r\n\r\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\r\n\r\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\r\n\r\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\r\n\r\n<strong>Brands in Action\r\n</strong>\r\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\r\n\r\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\r\n\r\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\r\n\r\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\r\n\r\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\r\n\r\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\r\n\r\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\r\n\r\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\r\n\r\n<strong>Tech Talk\r\n</strong>\r\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\r\n\r\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\r\n\r\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\r\n\r\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\r\n\r\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\r\n\r\n<strong>PoP in a Digital Age\r\n</strong>\r\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\r\n\r\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\r\n\r\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\r\n\r\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\r\n\r\nOriginally published by <a href=\"http://www.bxpmagazine.com/article/itching-impulse\">BXP Magazine</a>', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'publish', 'open', 'open', '', 'itching-the-impulse-how-effective-pop-marketing-and-design-influence-shopper-behavior', '', '', '2018-09-27 21:25:19', '2018-09-27 21:25:19', '', 0, 'http://cbx.cappendev.com/thinking/16/itching-the-impulse-how-effective-pop-marketing-and-design-influence-shopper-behavior', 0, 'thinking', '', 0),
(2309, 1, '2018-07-25 21:11:38', '2018-07-25 21:11:38', 'Generation Z, the generation after millennials, is the first generation that has truly grown up in a purely technology-driven world.\r\nAccordingly, Gen Z — more so than any other generation — is primed to respond strongly to technology offerings. Tech is an important tool to gain and keep these consumers.\r\n\r\nConvenience store retailers must remember \"this generation, even more so than millennials, has only known a mobile world,\" noted David Brewis, chief marketing officer at New York-based Amplience, a provider of ecommerce retail solutions.\r\n\r\n\"While it’s no secret that traditional brick-and-mortar retailers are being pushed to embrace omnichannel models, they’re now going to have to capture this new generation of shoppers on mobile first,\" he explained.\r\n\r\nGeneration Z — made up of those born from the mid-1990s to the early 2000s — currently accounts for 25 percent of the U.S. population, making it a larger cohort than baby boomers or millennials. Ranging in age from pre-tween to 21, they already claim more than $40 billion in buying power and are predicted to be the driving force of the consumer world by 2020.\r\n\r\nIf retailers want to connect with Gen Z shoppers, they need to \"meet them where they’re at and create an engaging experience connecting physical and digital realms — namely, through the smartphones these consumers already carry with them,\" said Davor Sutija, CEO of Thinfilm, a NFC mobile marketing solutions provider.\r\n\r\nGen Z shoppers are becoming the trendsetters and tastemakers in society.\r\n\"They’re increasingly looking for more interactive and personalized ways to shop, with online platforms like search engines, social media and ecommerce marketplaces changing the game for these digitally-savvy consumers and the retail world at-large,\" Sutija said.\r\n\r\n<strong>ALL ABOUT SOCIAL MEDIA</strong>\r\nGen Z is \"all about social media,\" according to Todd Maute, partner at New York-based brand agency CBX. He recommends c-stores put their brand out there in a way that is both meaningful and emotional to get Gen Z to respond. Working with \"influencers\" can be a part of the strategy.\r\n\r\n\"In particular, video gamers’ fast-paced lifestyles dovetail very well with the offerings of c-stores,\" Maute told Convenience Store News. \"Pro-gamers reach massive online audiences: L.A.-based gamer and YouTube star Mark Fischbach, for example, reportedly made more than $12 million last year. He now has more than 21 million subscribers. The right influencer collaborations certainly can bolster a c-store brand’s resonance with Gen Z.\"\r\n\r\nMarketing expert Angie Read agrees that the best way to capture this generation is to feature a social media influencer who is \"their age, music and humor.\"\r\n\r\nRead is the co-author of Marketing to Gen Z: The Rule for Reaching This Vast — and Very Different — Generation of Influencers, a recently released report from FutureCast.\r\n\r\n\"Gen Z doesn’t watch television like older generations, so don’t waste advertising budgets on traditional TV ads,\" Read said. \"They do, however, voraciously consume digital media and, while they skip traditional ads at nearly all cost, they will sit through ads they find entertaining. They have a short attention span — 8 seconds or less.\"\r\n\r\nOriginally published by <a href=\"https://csnews.com/if-youre-looking-attract-gen-z-technology-way\" target=\"_blank\" rel=\"noopener\">Convenience Store News</a>', 'If You\'re Looking to Attract Gen Z, Technology Is the Way', '', 'publish', 'open', 'open', '', 'if-youre-looking-to-attract-gen-z-technology-is-the-way', '', '', '2018-09-27 21:21:02', '2018-09-27 21:21:02', '', 0, 'http://cbx.cappendev.com/thinking/16/if-youre-looking-to-attract-gen-z-technology-is-the-way', 0, 'thinking', '', 0),
(2310, 1, '2018-08-30 15:56:21', '2018-08-30 15:56:21', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\n\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.<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>\r\n\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<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></p>\r\n<p style=\"text-align: center;\"><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\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<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<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', '', 'publish', 'open', 'open', '', 'the-church-of-the-apple-store', '', '', '2018-09-27 20:40:08', '2018-09-27 20:40:08', '', 0, 'http://cbx.cappendev.com/thinking/16/the-church-of-the-apple-store', 0, 'thinking', '', 0),
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(2571, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'When Terpel wanted to reinvent itself a few years back, the Columbian oil and gas company sought to envision the gas station of the future. The design for its next generation of properties included wing-like canopies flying over the pumps, along with service bars, modern furniture and other unexpected flourishes inside its c-stores. In a nod to modern day technologies, Terpel even explored a wide range of options that included gas canopies sporting solar panels, park-like “green” roofs, recycled-asphalt parking lots, and roof structures illuminated by dramatic skylights and energy-sipping LEDs.\r\nEnvisioning the future in this way can be a valuable exercise. But the point is not to make predictions that will come true in 10 or 20 years’ time. Rather, it is to make thinking creatively about how today’s trends might shape tomorrow’s gas stations a regular practice. And when it comes to today’s trends, one of the most important is the need to create and develop meaningful brand experiences.\r\nWhile petroleum companies will continue to try to differentiate themselves at the pump—offering the cheapest gasoline and/or the highest-performance additives—the fact remains that gas has become a commodity purchase for most consumers. How, then, do you get people to purposefully drive past your competitors and spend their money with you?\r\n\r\nFor the likes of Wawa, RaceTrac, Speedway, QuickTrip and Sheetz, the answer has been to focus on the customer journey. The idea is to make sure all aspects of the experience—from seeing a sign on the interstate, to pulling up to the pump, to walking out of the store with a steaming cup of java in your hand—will deepen your connection to the brand. Petroleum company executives are correct, then, to focus on securing control of the entire property—gas pumps, c-stores, carwashes and everything in between (up to and including websites and mobile apps). After all, this is the only way to completely safeguard the integrity of the customer journey, and to brand it distinctively.\r\n\r\nIn years to come, count on the petroleum industry to get even more sophisticated about their brands. For some, this will mean introducing more color, personality and humor, which is precisely what we have been seeing over the past few years across retail, consumer products and other sectors.\r\n\r\nImagine what would happen if Richard Branson, the outlandish founder of Virgin Group, were to get his hands on a portfolio of gas stations. You can bet the journey would be more whimsical, futuristic and fun than what we have come to expect—with a social conscience thrown in to boot. Technology would certainly be a part of the picture. At Virgin’s gas stations, dashboard-mounted RFID chips might enable members of the loyalty program to simply drive up to the pump, fill their tanks and drive off. No need to swipe a card or hand cash to the clerk inside.\r\n\r\nBut the challenge remains; how do companies encourage such customers to go inside of the site’s c-store? Maybe the pump reads the RFID chip, analyzes the customer’s preferences (the customer buys coffee and donuts every other week) and pushes a customized message to his iPhone: “Greetings. It’s great to see you again. As a token of our appreciation, just show this text to the cashier and you’ll get half-off your regular coffee and donuts.”\r\n\r\nIn the years to come, we know technology will continue advancing rapidly. It will become easier to pay for stuff—whether you’re talking about gas or potato chips. And of course, the POS system will know more about you, too (whether you find this creepy or convenient). The trick for petroleum companies is to incorporate such advances in ways that feel true to their brands. If your pumps have TV monitors or play music, that’s great. But is the content you play synched to the customer journey or disconnected from it? Let’s say a brand has some retro elements that the company has chosen to play up at other touch points. Why inundate your shoppers with the latest pop songs? It would make more sense, given your brand attributes, to play a loud “ding-ding!” as they pull up to the pumps, with 1950s Elvis or big-band music wafting from the speakers as they stand there and pump their gas. Rather than mash-ups of the morning news, the TV monitors could play cheeky, nostalgic visuals that echo your brand.\r\n\r\nThe notion here is to explore the potential for brand-right fueling experiences. If your brand attributes include “freedom,” “choice” and “convenience,” for example, you could have pumps that work just like everyone else’s—or you could strive to make the fueling experience noticeably faster and easier, on the industry’s leading edge. Like the individual words in a sentence, all elements of the fueling experience—from the design of the canopies and pumps, to payment-processing interfaces, to the types of fuels available—send a message to customers.\r\n\r\nIt’s important to think carefully about the messages you’re sending. Branding the journey is important elsewhere as well. Food, for example, is an increasingly important trend for the c-store business. Part of the reason—lifelong habits form early. According to the research firm NPD, Millennials have embraced c-stores’ broader food offerings in surprising ways, given the assumption that this generation prefers all things artisan and local. According to the research firm, c-stores accounted for 11.1% of Millennials’ food and beverage stops in 2014, up from 7.7% back in 2006. These younger customers also are big fans of fast-casual dining, which accounted for 6.1% of their F&amp;B stops last year. Thus, c-stores that incorporate elements of fast-casual into their food and beverage approaches stand a good chance of winning lifelong customers.\r\n\r\nBut for the aforementioned retro gas station, it would be one thing to try to clone Chipotle Mexican Grill and quite another to put a brand-right spin on the idea to bring QSR into the c-store. Wouldn’t a throwback hamburger concept be just as popular, and bolster the brand?\r\n\r\nMajor site-configuration changes, too, could be filtered through the brand: If you replace your carwashes with battery-swapping or rapid-charge stations for electric vehicles in, say, 2021, one way to approach this would be to simply add the new amenities and advertise them, almost as a public service. Wouldn’t it be better, though, to make those changes with some panache and theater—to write a new chapter for your larger customer journey? They could be integrated into a brand-reinforcing, story-driven advertising campaign, with strong graphics, mobile web marketing and more.\r\n\r\nWhatever the future brings in terms of technology, site configuration or anything else, do some careful thinking about how to make those changes in ways that reinforce your brand and encourage people to see the experience as consonant rather than dissonant. “Honey, Virgin Gas now has these pickup stations where you can order stuff from Best Buy or Walmart and pick it up right in their parking lot,” says Future Man to his wife. “What’ll Virgin think of next?”\r\n\r\nPeople are searching for meaningful experiences, and this is likely to be just as true tomorrow as it is today. If commoditized merchandise is easy to acquire now, think about how easy it will be 10 or 20 years hence when delivery drones are crisscrossing the skies and you can 3D print anything you want (except maybe gasoline). But people don’t want just any old experience; they want experiences that speak to their values and personalities. In the future, customers will choose gasoline brands that appeal to their sense of identity, not just their wallets or pocketbooks (if those even still exist…).\r\n\r\nBrand identity will continue to be increasingly important in the years to come. Simply put, those who create the most integrated and compelling customer journeys will win the day, with fundamentals such as price, convenience or having the right real estate being the price of admission. So think hard about the future, but also carefully consider your brand by looking within. Your customers want to know that you get them. How can you get them if you don’t even know who you are?\r\n\r\nThe full article is available <a href=\"http://www.oilgasmonitor.com/know-thyself-for-petroleum-brand-the-future-of-retail-is-about-looking-within/9030/#more-9030\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', '‘Know Thyself’: For Petroleum Brands, The Future of Retail is About Looking Within', '', 'inherit', 'closed', 'closed', '', '2078-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 2078, 'http://cbx.cappendev.com/2078-revision-v1', 0, 'revision', '', 0),
(2572, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'By Crosby Renwick,\nThe pundits say retail, as we’ve known it since the ancient Egyptians, is coming to an end. Ouch. That’s big. You have to admit the logic is not bad: When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?\n\nThis recalls when Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly. His response was, “Now at least we know everything that painting isn\'t.” Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.\n\nRetail has always been about bringing mostly other people’s goods together at a location convenient for your customers. Throughout history, retailers added value by giving consumers easy access to a variety of goods. Whether it was a town marketplace, a store, or a mall, consumers had to go to the purveyors of physical goods. Now, retailers come to us through our digital devices.\n\nSo, is retail really dead? No, but its role is changing. Many stores will close in the decades to come. But like painting in the time of Picasso, retail real estate has greater freedom to become something new. Sure, demand will persist for restaurants, haircutters, masseurs and healthcare providers — all of which provide things that cannot be obtained in the digital world — but the likes of pharmacies, banks, apparel stores and electronics outlets will close by the thousands because they can’t boost their margins to pay for the space and staff. Once their leases are up, retailers will downsize physical stores to upsize their digital presences. Why pay rent and salaries when consumers are ordering from their phones?\n\nWhat to do with the empty storefronts? The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.\n\nWhat do I mean by social experiences?\n\nThink of sporting events. You can see most New York Giants games on high-definition TV at no additional cost — and you’re so close to the action you can see the bead of sweat on the quarterback’s forehead. Actually going to a Giants game will run you at least $100 with parking, and you’re unlikely to even be able to make out the numbers on the jerseys. But even with hi-def TV, most of the tickets to the actual experience are sold months in advance. Why? Because of the energy, excitement, vibe and buzz of the like-minded people around you. Memories are made at experiences like these, not in front of the TV. The ceremony of putting your hand on your heart and singing “The Star Spangled Banner” along with the players is a time of reflection, connection and patriotism. And for many of us, the bragging rights of being able to talk about the game in the office the next day is worth the money alone.\n\nAnd think of some of your fondest college memories — the parties, the autumn leaves in the quad, spring break, football games, not to mention lifelong friends. Today, online education allows millions of people to go to college at a fraction of the cost, and in the comfort of their own homes. However, getting an online degree forces the student to miss out on all of the social and sensory elements of actually going to school. Much like online retail, you can get the “product” in the comfort of your living room, but you miss out on the actual experience of getting a four-year degree on an actual college campus.\n\nIf you’re religious you could get all the sermons you want online or on TV. And yet we still like to go. Again, it feels good to be around people who affirm what you believe, and a religious service offers some of the best people-watching in town, along with soaring architecture, stained-glass windows and a pitch-perfect choir — pretty emotional stuff. And let’s not forget the post-service coffee gathering, where there’s always good gossip, new business contacts and donuts.\n\nFinally, a few years ago I paid $75 to go to a Bruce Springsteen concert where I was so far from the stage I couldn’t make out the Boss’s face even with binoculars. I loved it. Hanging out with 70,000 others who think the same thing visibly and powerfully is completely validating to your belief system and your allegiances. You can’t buy that on your phone for all the money in the world.\n\nThese are the kinds of social experiences people pay money for. Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would “get” me. Where I could hook up with other classic rock fans to take a road trip to some cool concert. Where I could make friends with people who appreciate what I appreciate. I’ll pay much more for jeans from there than from anywhere else.\n\nAt the very least, shopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise. After all, today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger. But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us — just as they have since the days of the pharaohs.\n\n<a href=\"http://chainstoreage.com/article/%E2%80%98social-retail%E2%80%99-rescue\" target=\"_blank\">http://chainstoreage.com/article/%E2%80%98social-retail%E2%80%99-rescue</a>', '‘Social Retail’ to the Rescue', '', 'inherit', 'closed', 'closed', '', '1822-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1822, 'http://cbx.cappendev.com/1822-revision-v1', 0, 'revision', '', 0),
(2573, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'When Italian design house <a href=\"https://www.moschino.com/us?gclid=CKe9w76f18wCFVdahgodxLYO6g&amp;tp=111641\" target=\"_blank\">Moschino</a> swiped the look of a <a href=\"https://www.moschino.com/us/fragrance_cod62000819hg.html?gclid=CKe9w76f18wCFVdahgodxLYO6g&amp;tp=111641\" target=\"_blank\">Windex bottle for its Fresh Couture</a> luxury perfume earlier this year, the oxymoronic twist felt familiar to educated elites who can spend $82 for 3.4 ounces of eau de toilette.\r\nAfter all, the unexpected elevation—everything from <a href=\"https://www.sfmoma.org/artwork/98.291?gclid=CKe9w76f18wCFVdahgodxLYO6g&amp;tp=111641\" target=\"_blank\">Duchamp’s 1917 “Fountain,”</a> to <a href=\"https://www.moma.org/learn/moma_learning/andy-warhol-campbells-soup-cans-1962?gclid=CKe9w76f18wCFVdahgodxLYO6g&amp;tp=111641\" target=\"_blank\">Warhol’s 1962 “Campbell’s Soup Cans,”</a> to <a href=\"http://www.magneticstate.com/blogdept/damien-hirst-physical-impossibility-death-shark/?gclid=CKe9w76f18wCFVdahgodxLYO6g&amp;tp=111641\" target=\"_blank\">Damien Hirst’s dead tiger shark in formaldehyde</a>—is now such a part of the art world that it is ... well, expected.\r\n\r\nReversals such as these are now part of high fashion, too. Moschino’s Jeremy Scott, in particular, is known for appropriating the language of the masses. Past Moschino collections have included fashions that looked like Hershey’s chocolate bars, bottles of Budweiser, McDonald’s “Happy Meals” or even the cartoon character SpongeBob SquarePants. In addition to the Windex-like spray bottle, Moschino’s 2016 spring-summer collection riffs on rubber gloves, car wash brushes and feather dusters—all of which are everyday items that hinge on manual labor.\r\n\r\nIt’s all just artsy, tongue-in-cheek fun, right?\r\n\r\nIn an America that has given rise to the xenophobic rants of @RealDonaldTrump and open discussion of “class wars,” maybe not.\r\n\r\nWhen I saw Fresh Couture’s Windex-inspired trade dress, my first thought was of Americans who actually use the product to clean their own windows and mirrors. How would they feel about über-expensive perfume designed to look like multipurpose spray? I imagined a situation in which the tables were turned and mainstream consumer brands appropriated the trade dress of those brands most-favored by the elite. Louis Vuitton-inspired dog food, anyone? Iced tea influenced by the elegance of Chanel? And yes, nothing really says sophisticated like Tiffany-esque toilet tissue.\r\n\r\nBloggers and fashion reporters love Moschino’s campaigns and tend to use language like “bold, brash and ingenious” or “pitch perfect” to describe them. These campaigns, too, are on-brand for Moschino, which sees itself as a rebel among rebels. However, high-end brands happen to serve dual functions. Yes, they make existing elites feel secure in who they are, but they also encourage the rest of country to aspire toward something “better.” Given this troubling dynamic, worthy as it is of the Gilded Age, shouldn’t the 1 percent at least refrain from mocking the likes of Budweiser, Windex and Hershey’s? However harmless and innocent you believe your intentions to be, you cannot lampoon these mainline brands without simultaneously looking down upon those who use them.\r\n\r\nIn contemplating Moschino’s latest stunt, I couldn’t help but think of the wig-and-powder aristocrats in “The History of the World Part 1,” Mel Brooks’ 1981 farce. “The people are revolting,” intones the Count De Money (Harvey Korman), who grows increasingly exasperated at the frequent mispronunciation of his last name. It’s supposed to sound like Monet, the count explains. You know, the artist.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/05/CBX_mockingmainstreambrands_april2016_01.jpeg\"><img class=\"alignnone wp-image-9785 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/05/CBX_mockingmainstreambrands_april2016_01.jpeg\" alt=\"CBX_mockingmainstreambrands_april2016_01\" width=\"792\" height=\"612\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/05/CBX_mockingmainstreambrands_april2016_03.jpeg\"><img class=\"alignnone wp-image-9787 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/05/CBX_mockingmainstreambrands_april2016_03.jpeg\" alt=\"CBX_mockingmainstreambrands_april2016_03\" width=\"792\" height=\"612\" /></a>\r\n\r\n<a href=\"https://twitter.com/gregg_lipman\" target=\"_blank\">@gregg_lipman</a>\r\n\r\nOriginally published by <a href=\"http://huff.to/1WAzyMY\" target=\"_blank\">Huffington Post</a>', '‘The People Are Revolting’: The 1 Percent Should Think Twice About Mocking Mainstream Brands', '', 'inherit', 'closed', 'closed', '', '2183-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 2183, 'http://cbx.cappendev.com/2183-revision-v1', 0, 'revision', '', 0),
(2574, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', '<p>Well-executed branding strategies for Private Brands 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 at the National Association of Convenience Stores (NACS) annual expo and convention.\r\nThe NACS Show, held October 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“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 which included Maute and three retailers. “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 Brand 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 Brand 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 Brand veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores’ 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 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 Brand 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 Brand 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 Brand 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\n<a href=\"http://mypbrand.com/2012/10/11/stand-behind-your-brands-market-them-with-confidence/\" target=\"_blank\">http://mypbrand.com/2012/10/11/stand-behind-your-brands-market-them-with-confidence/</a>', '“Stand Behind Your Brands, Market Them With Confidence”', '', 'inherit', 'closed', 'closed', '', '1710-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1710, 'http://cbx.cappendev.com/1710-revision-v1', 0, 'revision', '', 0);
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(2575, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'Have you ever wished you could punctuate a group text between agency creatives with a tiny Lucky the Leprechaun or Ronald McDonald emoji, but there’s none to be found? Yeah, me too.\r\nWhile it’s not likely that we’ll be seeing brand icons included on our emoji roster anytime soon (we only just got tacos, after all), there are some mascots ad executives mutually agree deserve their own tiny icons. More than just being clever or cute, translating these 10 past and present favorites into their own emojis offers up a wealth of creative ways to use them in the agency world.\r\n\r\n<strong>1. Kool-Aid Man</strong>\r\n\r\n“Oh, yeah!” Rebecca Lysen, Creative Director at Phear Creative, says that the Kool-Aid Man’s tagline and image makes the perfect emoji for all those moments when you want to break into the conversation because you’ve got stuff to talk about.\r\n\r\nHe would also be the welcome mat of emojis, if you will. Ashley Purdum, Phear Creative’s Director of PR, would opt to use him when someone new is added on a group text to show the team’s excitement.\r\n\r\n<strong>2. Lefty</strong>\r\n\r\nDustin Longstreth, SVP and Strategy Group Director at CBX points out that Hamburger Helper’s Lefty has proved that he can rap after dropping a solid mix. Now it’s time for him to lend his infamous helping hand for moments where you need to “get it done.”\r\n\r\n<strong>3. The Siren</strong>\r\n\r\nAt Steel Branding, Director of Media Strategy Lara Baskin casts her vote for the infamous Starbucks mermaid to get her own emoji. Even if she’s not *technically* a brand mascot, she still deserves one because, coffee.\r\n\r\n<strong>4. Mr. Peanut</strong>\r\n\r\nAbby Allsop, Account Supervisor at Leo Burnett and Planters, says that Mr. Peanut’s 100 years of continued fame has more to do beyond being a beloved salty snack. It easily translates into an emoji with pizazz. “With his quick wit, charm, and style, his emoji would be universal. Having a conversation about attire? Mr. Peanut’s top hat, monocle, and cane will quickly communicate that you have all the class needed. Trying to impress someone with your quick wit? The Mr. Peanut emoji can be the universal sign of ‘Damn, I’m funny!’ And not only does he have these wonderful qualities, but Mr. P can also be the icon for when you’re feeling a little \'nutty.’”\r\n\r\nWell said, Abby. The fact that this particular peanut is voiced by Robert Downey Jr. doesn’t hurt either.\r\n\r\n<strong>5. Energizer Bunny</strong>\r\n\r\nOr, as Purdum notes, the brand mascot emoji everyone deserves for meetings that just. Won’t. End.\r\n\r\n<strong>6. Charlie the Tuna</strong>\r\n\r\nSam Panico, Associate Creative Director at Gatesman+Dave, actually works with the StarKist account which naturally lends the need to insert a little “Sorry Charlie” emoji in emails or texts. But who couldn’t use a hipster tuna for a little shorthand declining every now and then?\r\n\r\n<strong>7. Rich Money Pennybags</strong>\r\n\r\nAKA the guy in the top hat from Monopoly. Lily Croll, Strategy Director at the digital agency Wire Stone, brings up the excellent point that no other brand mascot emoji-fied could celebrate payday better than him.\r\n\r\n<strong>8. Chiquita Banana</strong>\r\n\r\nNoelle Mulholland, Account Executive at Phear Creative, says this is the brand mascot answer to the red dress dancing girl emoji. You could use her for moments where sass is required in the commentary or to punctuate that you’re heading on a vacation.\r\n\r\n<strong>9. Pillsbury Doughboy</strong>\r\n\r\nFor all the moments in life that require a silly little “hoo hoo!” giggle, as Eric Trow, VP of Strategic Services at Gatesman+Dave explains it.\r\n\r\n<strong>10. Tony the Tiger</strong>\r\n\r\nYou could see this brand mascot coming from a mile away — always handy to have for when something’s “GRRRRREAAAAAT!”\r\n\r\nWhich icon do you think deserves their own emoji?\r\n\r\nOriginally published in <a href=\"http://www.advertisingweek.com/360/article/-10-ad-icons-who-deserve-their-own-emojis\" target=\"_blank\">Advertising Week</a>', '10 Ad Icons Who Deserve Their Own Emojis', '', 'inherit', 'closed', 'closed', '', '2169-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 2169, 'http://cbx.cappendev.com/2169-revision-v1', 0, 'revision', '', 0),
(2576, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'The Duane Reade store at 40 Wall St. is not your average pharmacy. The site of a former bank once owned by the Rockefeller family, the 22,000-square-foot space has 28-foot ceilings, recessed stone arches and gilded escalators (yes, that’s real gold).\r\nManhattan design firm CBX kept those elegant original features, but added splashes of bold color and used lighting to influence shoppers’ moods in different parts of the store. Along with such amenities as a sushi bar and a Starbucks, this Duane Reade has a hair and nail salon where crystal chandeliers emit a soft mauve-colored light.\r\n\r\nThe store design was one of many CBX projects—for big clients such as Del Monte, General Mills, Kimberly-Clark, Johnson &amp; Johnson and Lord &amp; Taylor—that have won the firm a slew of awards over the past couple of years.\r\n\r\nCBX, launched by five partners in 2003, has grown so fast that co-founder and chief Gregg Lipman spends a lot of time these days “thinking about our company’s culture,” he said recently. The firm now has about 140 employees.\r\n\r\n“It’s one thing to be innovative and spontaneous when you have a team of five people who can all read each other’s minds,” Mr. Lipman added. “But keeping the creative spark alive when you have 140 people is a little bit harder.”\r\n\r\nA crucial way CBX does it, he said, is “straight talk. People have to trust each other, and then it’s not a problem to throw lots of ideas out there and talk about them. Let them get kicked around and beat up. That’s how ideas get validated. Those that survive that honest discussion are probably very good ideas.”\r\n\r\nIn his work with clients large and small, Mr. Lipman has observed two approaches to innovation that don’t usually work. In one, people he calls “process junkies” try so hard to structure and control innovation that they end up smothering it. In the other, blue-sky thinkers he calls “cowboys” have the opposite problem. They’re so resistant to formalizing any aspect of creativity that, in the end, nothing gets done.\r\n“Real innovation happens when companies strike a balance between being process junkies and cowboys,” Mr. Lipman said.\r\nEntrepreneurs usually dwell nearer the “cowboy” end of the spectrum, he observed: “Small companies have the advantage of not being overburdened by bureaucracy, but at the same time, startups often get overwhelmed by possibilities.” Without a clear answer to the question “Who are we and what are we about?” he added, “you risk diluting your brand before you’ve had a chance to build it.”\r\n\r\nAmong his big corporate clients, Mr. Lipman has lately begun to notice an interesting trend. Until recently, he said, “a company with an underperforming brand would try to put lipstick on a pig. That is, they’d keep the same brand concept but deck it out in new packaging or try some new ads.”\r\n\r\nNow, however, some big companies seem “more open to rethinking a whole brand and changing their entire approach to a customer,” Mr. Lipman said. “So instead of asking us, ‘Can you design us a new package?’ they’re asking, ‘We have this business challenge—can you help us think through it?’\r\n\r\nOne example is Kimberly-Clark’s Kotex brand, which recently embarked on a total makeover, aimed at attracting young women ages 14 to 22. In focus groups and surveys CBX conducted, these consumers rolled their eyes at the sappy pastel-colors-and-butterflies packaging that has long been the tradition in this product category.\r\n\r\nSo, to go along with new advertising by JWT that makes fun of old-school feminine-hygiene ads, CBX designed new packaging. It’s black, with geometric designs in bold neon colors—no pink, no butterflies.\r\n\r\nKimberly-Clark, incidentally, is one company Mr. Lipman believes has achieved the ideal balance between process junkies and cowboys. “It was interesting to work with them on this,” he said. Getting a close-up view of companies that have grown huge without killing off their entrepreneurial spirit, he added, “proves to us that it can be done.\r\n\r\n<a href=\"http://mycrains.crainsnewyork.com/blogs/executive-inbox/2012/03/a-breeding-ground-for-creativity/\" target=\"_blank\">Read more: http://mycrains.crainsnewyork.com/blogs/executive-inbox/2012/03/a-breeding-ground-for-creativity/#ixzz29OzRIHmf</a>', 'A breeding ground for creativity', '', 'inherit', 'closed', 'closed', '', '1685-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1685, 'http://cbx.cappendev.com/1685-revision-v1', 0, 'revision', '', 0),
(2577, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'Late last week (Nov. 1) I ran the story, “Walgreens Launches New Private Brand &amp; New Magazine” which was a first look at the retailers new Private Brand Ology and their new advertorial magazine “Happy And Healthy, Your Guide To Living Well With Walgreens.” That Friday they released the following press release officially announcing the new brand which was created by the NYC based branding agency CBX. If it looks familiar many of the major news outlets (Reuters) picked it up either completely or in part.\r\nDEERFIELD, Ill., November 05, 2012 – Walgreens (NYSE: WAG) (Nasdaq: WAG) announces the launch of “Ology” the first nationally accessible and affordable brand formulated to be free of harmful chemicals. Exclusive to Walgreens family of companies, the Ology brand features a line of baby and personal care products, as well as household cleaners and is the solution to the growing consumer demand for products free of harmful formulations.\r\n\r\nFurthermore, several consumer groups helped drive support for the U.S. Senate’s recently approved chemical reporting bill – “The Safe Chemicals Act.” If passed, it will be the first overhaul of the federal chemical law since 1976 and consumers are taking note. The new bill would require that ingredients be determined safe for human health before being used in everyday consumer products. The pending legislation has led several industry leaders to pledge to remove potentially harmful and carcinogenic chemicals from several offerings over the next several years.\r\n\r\n“Walgreens is proud to be leading the charge by providing ‘Ology,’ the first nationally accessible and affordable line of household liquid products free of harmful chemicals available in our stores,” said Joe Magnacca, president of daily living products and solutions for Walgreens. “Ology reflects our dedication to innovation, our constant drive to improve our customers’ quality of life, and our ongoing commitment to help people get, stay and live well.”\r\n\r\n“Increasing evidence shows that the chemicals included in everyday products could be contributing to children’s diseases and behavioral disorders, including asthma, autism and cancer,” says Gigi Lee Chang, CEO of Healthy Child Healthy World, one of the nation’s leading independent non-profit organizations dedicated to the empowerment of consumers and the protection of children from harmful chemicals. “Until the U.S. adopts better regulations around product safety—like we do in other countries—parents are left to bear the burden of protecting their children’s health by educating themselves and making conscious purchases. With the help of Walgreens Ology products, concerned consumers now have easier access to affordable and safer solutions.”\r\n\r\nSelect Ology brand products are available at Walgreens and Duane Reade locations, as well as online. Items will be available nationwide by early November and are value priced compared to conventional formulas of leading brands. Ology liquid products are free of harmful chemicals and include:\r\n\r\n• Baby Care – lotion and 2-in-1 body wash\r\n• Laundry – liquid detergent and fabric softener\r\n• Cleaners – glass cleaner and all-purpose cleaner\r\n• Personal Care – adult shampoo and conditioner\r\n\r\nOlogy brand products also include light bulbs and paper products that are 100 percent tree-free and made from readily renewable resources.\r\n\r\n• Paper – bath and facial tissue, paper towels and copy paper\r\n• Lighting – compact fluorescent light bulbs\r\n\r\nFor more information about the Ology brand, please visit: www.walgreens.com/ology\r\n\r\nOlogy has begun to appear in store –its distinctive color and packaging structures stand out in the cluttered aisles of the drugstore.\r\n\r\nThere was no additional in store marketing or signage for the brand although there was a makeshift display at the front of the store next to the register.\r\n\r\nAll products are priced aggressively to encourage trial lets hope the low cost does not degrade the perceived quality of the brand.\r\n\r\nMy wife expressed the concern of a beauty buyer and mom when she observed that the uniform brand architecture, design and colors made the products hard to distinguish – it would be easy to confuse the baby wash and lotion.\r\n\r\n<a href=\"http://mypbrand.com/2012/11/06/a-closer-look-at-walgreens-new-private-brand-ology/\" target=\"_blank\">http://mypbrand.com/2012/11/06/a-closer-look-at-walgreens-new-private-brand-ology/</a>', 'A Closer Look at Walgreens New Private Brand: Ology', '', 'inherit', 'closed', 'closed', '', '1784-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1784, 'http://cbx.cappendev.com/1784-revision-v1', 0, 'revision', '', 0),
(2578, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'By Crosby Renwick\nSure, the Internet plays an aggressive game. It’s looking like the Internet business is trouncing the retail business. However vast an assortment or low the prices a retailer offers, the Internet does it better and cheaper. The prognosticators all say the same thing: What little growth there will be in consumer spending over the next five years is mostly going to happen online.\n\nBut, the bricks-and-mortar model can start winning again by leveraging its natural talent with the changing conditions.\n\nChanging conditions? Well, that would be the aging of the marketplace. It’s a fact: Got to go with it. On the face of it, this changing condition looks threatening versus assistive because older people don’t spend as much on goods — they’ve pretty much already bought everything they really need. But they buy services. In fact, for several decades households have been increasing their expenditures on services while expenditures on goods as a percent of all spending have been going down.\n\nNatural talent of retail? That would be service. Yes, service. Haven’t bricks-and-mortar retailers been in the service business all along? Especially mom-and-pop stores, who buy, edit, arrange, display and demonstrate an array of products while bringing them close to the customers. That’s service, I think. It’s a natural talent missing from the Internet; you can’t click and order services. Services most likely require in-person experiences within bricks-and-mortar.\n\nServices for the aging population already happening at retail\nWe’re already seeing a lot of healthcare coming to retail — from walk-in clinics and urgent care centers to large insurance companies opening storefronts to counsel on health policies. Even laboratory testing has gone this route: AnyTestNow, a national chain of walk-in labs offering any blood or urine tests without a doctor’s prescription, already has over 100 retail sites.\n\nBut the explosive growth of the senior population brings with it opportunities that go well beyond storefront medical and insurance services. Here’s just a few of the concepts that could help fill some of those vacancies on Main Street, in malls or in strip centers:\n<strong>\nSenior Social Clubs</strong>\nOne of the biggest services retail can provide is bringing like-minded people together. Just like those yoga fans who flock to Lululemon for classes — and, of course, the store’s yoga wear — lots of seniors are going to be looking for company. Here’s the idea: group senior care packaged as “Senior School” or “Senior Social Club” — complete with a gym, reading class, art programs, a woodshop, talent shows. Where do I sign up?\n\nBut why locate in retail space? Couldn’t this be done in a church basement or on any other location besides Main Street? Yes, but by being front-and-center, by being at the core of a community rather than hidden away, you increase awareness and acceptance. By being in the center of it all with retail locations, the Senior Social Club doesn’t get forgotten — it’s right in front of you everyday. Drive by, walk by and you’re reminded it’s there. And when Mom or Dad have left the stove on again, the solution is right there.\n<strong>\nIntegrative Pharmacy</strong>\nSimple idea: Look at what Whole Foods Market has done to the supermarket industry by specializing in pure, natural and/or organic. The boomer generation fell for it hard and fueled their growth. In comparison, “conventional” supermarkets now look a little un-natural.\n\nThe same opportunity exists in the drugstore business. All the big drug chains turned themselves into convenience stores in the past 20 years. Pharmacy is still a major part of their business, but nobody specializes in it anymore. And, what a giant, dependable business it is. Indeed, the elderly average six prescriptions per person, to be taken every day for the rest of their lives.  \n\nThe people who shop at Whole Foods, Trader Joe’s and the like are believers in “integrative medicine” — the best of both the eastern and western worlds of healing — naturopathic (plant-based) remedies combined with western pharmaceuticals. The problem is those folks won’t find any national or regional chains that could be deemed ‘The Whole Foods of drug stores.’ To those shoppers, a drug store featuring a ‘natural’ front end amply stocked with herbal remedies, teas, vitamins, supplements, and organic beauty/personal care items, the clinical pharmacy department would appear safer, better, smarter. Staffed with knowledgeable people, an “Integrative Pharmacy” could be a national hit.\n<strong>\nSenior Living Superstore</strong>\nIf you’re over 50, you or one of your friends is likely thinking about moving to a house that is more “senior-friendly” — more accessible, no stairs, higher toilets, showers instead of tubs, etc. A Home Depot-type store that could help you modify your existing house could potentially save you thousands of dollars. This one-stop emporium would be a place where you can get a stair lift, grab bars, motion-sensitive lighting or even arrange to have an elevator installed. While we’re at it, let’s surround these home-modification products and services with the thousands of items that have been specifically designed for an aging population — from large-type books to invisible hearing aids. Today, the only retail place where you can access even a modest assortment of these products is a hospital supply store. It’s probably located on the wrong side of town, it’s grey, badly lighted and there’s a wheelchair and toilet seat in the window — and probably a dirty window, to boot. Instant downer.\n\nThe opportunity is to bring it all together under one roof, clean it up and make it a pleasant place to shop.\n\nWhen you think about it, the only place where the Internet beats bricks-and-mortar is on low prices for commodity goods. Who wants to be in that business anyway? Let ‘em have it and let’s get on to targeting growing markets with high-margin services.\n\nLet’s apply what retail really already does better — servicing its clientele — and focus those services on the exploding aging population.\n\nRead more: <a href=\"http://chainstoreage.com/article/advantage-retail\" target=\"_blank\">http://chainstoreage.com/article/advantage-retail</a>', 'Advantage: Retail', '', 'inherit', 'closed', 'closed', '', '1872-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1872, 'http://cbx.cappendev.com/1872-revision-v1', 0, 'revision', '', 0),
(2579, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<em><strong>For Immediate Release</strong></em>\r\n<strong>Massive transaction could have far-reaching effects—some with a dark side—on retailers, brands, suppliers and more, according to executives at New York-based branding consultancy.</strong>\r\n\r\nNEW YORK, N.Y. (6/16/17)—Amazon’s $13.7 billion acquisition of Whole Foods Market is a bombshell with potentially massive reverberations for both food brands and the world of brick-and-mortar retailing, said branding and retail experts at CBX.\r\n\r\n“For starters, this acquisition promises to shake up pricing, the ecommerce space, the trajectory of retail automation in the United States, and the already considerable competitive pressures faced by existing food retailers,” said Todd Maute, a Partner at the New York-based brand agency and retail environments consultancy. “When it comes to making bold moves aimed at disruption, Amazon never disappoints.”\r\n\r\nAmazon, Maute noted, has already dipped its toe into brick-and-mortar retailing with the likes of its Amazon Books bookstores and ongoing experiments with small-format grocery stores. Snapping up Whole Foods, however, marks its most serious commitment to date.\r\n\r\n“The possible effects on Whole Foods alone are interesting to contemplate,” said Maute, a nationally known expert on private label products. “For example, the consumer perception of Whole Foods is that it is overpriced. But given its massive buying power, Amazon could actually leverage its economies of scale to bring down prices in the aggregate and change this perception in ways that would make Whole Foods a lot more competitive.”\r\n\r\nIn terms of inventory and infrastructure, Maute said, acquiring Whole Foods could give Amazon a solid foundation for ramping up online grocery sales and delivery via Amazon Fresh. “My guess is that Whole Foods will become a launching pad for Fresh. But at a minimum, this move could get Whole Foods into the online space much faster, in theory, than any other retail competitor. That would clearly have big ramifications for the likes of Walmart, Kroger and Publix, all of which are racing to develop their own capabilities for online ordering and click-and-collect.”\r\n\r\nIn addition, the holy grail of voice-assisted ordering through the likes of Amazon Echo or Google Home is to be in the customer’s kitchen, Maute noted. “Now Amazon can give its Prime Customers a lot of new options,” he said. “They could get discounts on popular Whole Foods products just by saying ‘Alexa, order me some more Whole Foods 365 peanut butter, organic, creamy.’ It’s a potentially big step forward in this fast-growing space.”\r\n\r\nWhole Foods’ brick-and-mortar real estate, moreover, could potentially be of use to Amazon as it seeks to grow its distribution capabilities, Maute added. “This is real estate that could be used for pickups, returns, warehousing, you name it. And think about this: the Amazon Go test store uses sensors, cameras and machine intelligence to eliminate cashiers and checkout lines. Now Amazon has a national brick-and-mortar footprint with which to rollout this game-changing technology. It’s still speculation, of course, but this acquisition could be a big first step toward the automation of U.S. retailing.”\r\n\r\nFor his part, CBX Managing Partner Gregg S. Lipman pointed to the darker side of such moves, citing the ever-growing juggernaut of Alibaba Holding Group Limited, the Chinese-based conglomerate. “Over in China, the great Alibaba is doing the same thing as Amazon is here,” Lipman said. “They fly under the banner of benefiting the consumer—and, to be sure, some of these changes could be good for consumers—but in the end, it is all about the bottom line.”\r\n\r\nAs Amazon flirts with disparate businesses ranging from prescription drugs to real estate brokerage, the fallout is hardly a win-win for everyone, Lipman explained. “The pressure they exert on suppliers is stifling,” he said. “Their buying power, which is growing by the day, can be seen as forcing unfair or unreasonable practices on suppliers. The net effect is that the rich get richer.”\r\n\r\nIncreasingly, Lipman added, Amazon’s private-label initiatives are giving it the ability to either participate in or actually dominate various retailing categories. “At what point do they own the entire food chain, whether in equity or buying power?” he said. “Remember, Amazon is willing to lose money to win market share and kill off competitors. This should be a concern, not only for food retailers, but also for food brands.”\r\n\r\nFortunately for its competitors, Amazon’s private brands have struggled in some categories, like clothing, Lipman said. “We’ll see what happens now that Amazon will have Whole Foods shelf space to experiment with, IRL.”', 'Amazon\'s Whole Foods Acquisition is a Big Deal Indeed', '', 'inherit', 'closed', 'closed', '', '2293-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2293, 'http://cbx.cappendev.com/2293-revision-v1', 0, 'revision', '', 0),
(2580, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health &amp; Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\nRead the full article <a href=\"http://www.happi.com/contents/view_breaking-news/2014-10-27/amway-hair-care-debuts-new-look/#sthash.pDKWANlx.dpuf\" target=\"_blank\">here</a>.', 'Amway Hair Care Debuts New Look', '', 'inherit', 'closed', 'closed', '', '2020-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2020, 'http://cbx.cappendev.com/2020-revision-v1', 0, 'revision', '', 0),
(2581, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<strong>In a complete redesign of the packaging for its Satinique haircare line, Amway creates a vibrant, elegant, and easily navigable system expressly designed for a global audience.</strong>\r\nAmway Corp. is an $11.8 billion direct-sales corporation based in Ada, MI, that distributes consumer products in more than 100 countries and territories worldwide. Among its brands, the Satinique portfolio of haircare products—with its emphasis on the nexus of health, beauty, and hair—offers a universally appealing solution that is popular across the globe, especially in countries such as Russia, China, and Southeast Asia.\r\n\r\nSatinique’s point of differentiation is its proprietary ENERJUVE Complex, which Amway says was developed specifically to isolate where hair is at its weakest and then bind to it from the inside out, to strengthen, repair, and restore its original state of health. The result is hair that is energized and rejuvenated “from root to tip,” the company says.\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” says Amway VP Global Beauty Maud Pansing. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”\r\n\r\nIn 2010, recognizing that the spare, white packaging it was using for the Satinique portfolio was not bringing the brand story to life, Amway began a project to redesign the packaging to help the brand remain relevant, contemporary, and fresh for years to come. Working with global brand agency CBX, Amway conducted consumer research to tap into the universal preferences of premium haircare brands around the globe.\r\n\r\nFirst launched in 2013 in Japan, the redesigned Satinique package is a sleek, feminine bottle structure with a premium feel that uses vibrant, jewel-tone colors to differentiate need states and convey the brand’s rejuvenating, revitalizing aspect. Says Allison Koller, CBX Creative Director, “It was a very involved process, but we are extremely happy with the results.”\r\n\r\n<strong>Modernization, consistency needed</strong>\r\nThe Satinique portfolio consists of nine cleansing and four conditioning products as well as a range of styling gels and serums, final-touch sprays, mousses, and other styling products. Among the need states addressed are Color Repair, Thickening/Anti-Hairfall, Extra Volume, and Revitalizing/Anti-Dandruff, among others. Most shampoo and conditioning products are available in a 9.4-oz and a 25.6-oz size; the 9.4-oz was the main focus of CBX’s structural redesign.\r\n\r\nAs Koller explains, the overhaul of Satinique’s packaging was undertaken for a few reasons, but primarily to modernize the brand. “I would say the existing packaging was about 10 to 15 years old,” she explains. “It was an oblong bottle with a simple flip-top cap. The majority of the line was very white, with a kind of semi-serif typography for the brand mark and all the information on the pack. Over the years, it began to look a bit dated.\r\n\r\n“Amway had also innovated over time without considering a design system for the collection of products. The packages started to feel like one-off SKUs versus having a really strong color-coding system. They had also attempted to introduce some icons for different need states within the portfolio, but there wasn’t consistency of application there either.”\r\n\r\nAnother reason for the redesign was to provide Amway sales representatives with a brand story to share with their consumers. As mentioned above, Amway also wanted a package that would appeal to a newer and more global consumer base. A final driver was the introduction of new formulas and the opportunity to rationalize the portfolio.\r\n\r\nAll of these factors made the redesign a unique and challenging project for CBX. Says Gregg S. Lipman, Managing Partner at CBX, “Because Amway is an $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing. And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\n<strong>Homing in on consumer preferences</strong>\r\nThe first step in the redesign process was to conduct global research to identify packaging characteristics that were globally appealing to Amway’s diverse customers around the world. This was followed by an audit of the premium or prestige beauty and haircare category internationally to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category.\r\n\r\n“It really required some good research in terms of understanding what’s happening in each market and what women are accustomed to in terms of communication about beauty and personal care products. It involved looking deeply at other brands within the same space, then reaching beyond that into the world of fashion and beauty, and then trying to see our similarities in each of those regions.”\r\n\r\nThe research, along with quantitative testing, revealed that consumers consistently favored a simple, sleek, and streamlined design—in both package structure and graphic elements. Using that information, CBX created a 9.4-oz, multilayer high-density polyethylene bottle structure with an elongated, feminine form that suggests an upward sweeping movement. The cap is positioned flush with the slim, cylindrical bottle, resulting in a clean silhouette. “It came down to the sleek and streamlined nature of what it means to be more premium in the global haircare space,” says Koller.\r\n\r\nThe bottle offers functional benefits as well. Because of its slightly hourglass, ergonomic shape, it creates a comfortable feeling in the hand and provides an easy grip in the shower. The bottle, with a middle layer of post-consumer recycled HDPE, is supplied by Axium Plastics, while the cap is from Menshen Packaging USA.\r\n\r\n<strong>Conveying energy through color</strong>\r\nThrough consumer research, CBX not only learned that consumers prefer simple, clean graphics, but they were also able to identify those colors frequently associated with different need states in the haircare category. For example, pinks, oranges, or reds are often associated with formulations for colored hair, while silvers and blues cue anti-dandruff or multipurpose formulations.\r\n\r\nTo convey the rejuvenating nature of Satinique, CBX selected a vibrant jewel-tone and metallic color palette with premium finishes for the bottles. Each cleansing variety is differentiated with its own color for bottle and cap: purple for Extra Volume, red for Color Repair, and silver for Anti-Hairfall, for example. The complementary conditioning product is packaged in a white bottle with a matching, color-coded cap.\r\n\r\nAccording to Mimi Anderson, Global Lead for Satinique, the biggest challenge associated with manufacturing the bottle was the time it took to color-match the jewel-tone colors. “The vibrancy is obtained by using one color in the outer layer, and a second unique color in the middle layer. Color matching was time consuming, but it was shortened by the colorant supplier’s ability to blow-mold three-ounce sample-sized bottles in their R&amp;D facility for us to approve, which saved us a lot of time.”\r\n\r\nFor the bottle’s graphic design, CBX created a new brand mark that consists of the Satinique name in capital letters in a clean, sans-serif font, with a customized “Q” that turns into a droplet, “building on the idea of a ‘secret sauce’ with a magic ingredient that brings rejuvenation and revitalization to your hair,” says Koller. An additional visual element calls to mind wisps of free-flowing hair. The brand mark runs vertically along the front panel; the variety descriptor is at the bottom, in both English and French.\r\n\r\nWhile CBX primarily focused on the redesign of the cleansing and conditioning product packaging, Koller says that they also worked on the packaging for Satinique’s styling products, which will ultimately comprise 30 SKUs. The styling products use stock containers with similar clean-sided silhouettes, and are colored a soft silver, with touches of color to signify the need state with which they pair.\r\n\r\n<strong>A new brand story</strong>\r\nThrough the combination of an elegant, simple bottle structure that conveys a premium product, an ergonomic shape, and jewel-tone package colors that suggest energy and vibrancy and differentiate need states, Amway has met its goal of providing sales reps with a compelling brand story to share with consumers.\r\n\r\n“The new design gives them much more of a handle on that storytelling piece, for example how that bright, beautiful raspberry color translates to keeping gorgeous color in your hair,” says Koller. “Hopefully we are telling a story like that about each of the products, and the design should become a showpiece for that.”\r\n\r\nSince its launch, the new Satinique product line and packaging have been very well received—exceeding Amway’s expectations, says Anderson. “The talk is all about how these amazing new formulas are truly making a difference to the health of their hair,” she says. “The exclusive and addictive fragrances have become favorites with men and women, while the simple elegance of the packaging delivers on both form and function.”\r\n\r\nThe design community has also taken note of the new package design, Anderson adds. In 2014, Satinique received top honors in the haircare category of the HBA International Package Design Awards.\r\n\r\nThe full article is available <a href=\"http://www.packworld.com/package-design/redesign/amway-haircare-rebranding-brings-global-appeal\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'Amway haircare rebranding brings global appeal', '', 'inherit', 'closed', 'closed', '', '2076-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2076, 'http://cbx.cappendev.com/2076-revision-v1', 0, 'revision', '', 0),
(2582, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health &amp; Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, Managing Partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products. For the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes. “Because Amway is a $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explained. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and hair care category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman noted.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette. “This energy emphasizes the cleansing product\'s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman said. “The ergonomics of the feminine shape also creates a comfortable feeling in hand, and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG. “Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concluded. “It also helps convey things like usability and shower-worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explained Maud Pansing, Amway VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”', 'Amway\'s Satinique Hair Care Portfolio Debuts a Sleek New Look', '', 'inherit', 'closed', 'closed', '', '2002-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2002, 'http://cbx.cappendev.com/2002-revision-v1', 0, 'revision', '', 0);
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(2583, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<strong>Stark, unattractive value-tier packaging design is losing favor with consumers.</strong>\r\nOne-third of consumers consciously seek out private label products to save money, states Chicago-based IRI in its January 2015 report “Private Label &amp; National Brands: Dialing in on Core Shoppers.” More than five years after the official end of the Great Recession, consumers continue to search for affordable grocery options, and nearly half (46 percent) of consumers say they are planning to purchase affordable brands more frequently in the coming year. For this reason, many retailers have started to give their opening-price-point private brands greater attention.\r\n\r\nTodd Maute, a partner with New York-based CBX, agrees that there has been a “recent resurgence” in value-tier products.\r\n\r\n“They are being treated more strategically than they have been in the past,” he says, especially when it comes to their packaging design. Typically, standard value-tier packaging was “basic” and “cheap” looking because retailers wanted to convey to consumers that the product was inexpensive. However, recent private brand packaging redesigns and opening-price-point brand introductions indicate that retailers are changing the way they present their value tier to consumers.\r\n\r\n<strong>Make ‘em proud\r\n</strong>\r\nValue-tier private label shoppers are no longer solely income-constrained individuals, says Stephanie Donelson, account manager, Kaleidoscope, Chicago. More consumers, including millennials, are shopping for quality products at value pricing, which is driving retailers to “think more creatively” about their approach to value-tier packaging design.\r\n\r\n“Gone are the days of dated ugly value packaging,” states Casey DeCarlo, creative director, EightyTwenty, Pittsburgh. “Consumers want value, but they don’t want to sacrifice good design. While a value brand can and should communicate value, it doesn’t have to look embarrassingly cheap in order to achieve that.”\r\n\r\nCurrent value-tier purchasers want to feel proud to have these items in their shopping cart, Donelson says. When others see value-tier products in their homes, these consumers want those people to view them as savvy shoppers.\r\n\r\nDon Childs, chief creative officer for Brandimage North America, Cincinnati, agrees.\r\n\r\n“Shoppers who buy value-tier products want to feel good about what they’re buying,” he says. “They don’t want to be reminded they can’t afford the ‘real stuff.’ And they want to be rewarded for making a smart choice.”\r\n\r\n<strong>Whimsical, not basic\r\n</strong>\r\nPart of the current value-tier design strategy is to offer customers packaging that is simple but not basic, says Eric Olson, creative director, Digital Color Inc., Waukesha, Wis.\r\n\r\n“To me, basic means a standard font on a single-color background. If photography is used, it’s flatly lit and simple looking. It’s more functional,” he says. “Simplicity, however, is using the space in a well-thought-out manner in terms of composition and design and layout. A simple design could incorporate a hand-drawn typeface. But it’s not layers of graphics, images and text.”\r\n\r\nIn April, Walmart ended up discontinuing its Price First brand, less than two years after its introduction. The brand was originally designed to help it compete for shoppers at hard discounters such as ALDI. But its basic packaging design very much harkened back to the “old days” of 1970s private label with its white text on a blue background and virtually no graphics on almost all of its products. It’s possible that consumers didn’t connect with the packaging design and thus didn’t connect with the brand, leading Walmart to discontinue it.\r\n\r\n“Consumers still want a value-tier brand they can feel good about, something they can own, and a charismatic brand personality is a big part of that,” DeCarlo notes.\r\n\r\nIn contrast to Walmart, Food Lion and Kroger both recently introduced new value-tier brands that offer personality: Cha-Ching and p$$t, respectively The Cha-Ching brand uses a bright orange background, a cartoon piggy bank and the phrase: “Take your savings to the bank.” The p$$t brand, meanwhile, features a cartoon owl “whispering” to consumers: “p$$t…big savings…pass it on” — and uses a mixture of photography and hand-drawn imagery on a white background.\r\n\r\n“The value tier has become an opportunity for a retailer’s whimsical side to show,” states Jeff Camp, art director with SailPointe Creative, part of Federated Group, Arlington Heights, Ill. “Some notable examples use humor (Cha-Ching), while some use the play on word[s]… (p$$t). These attention-getting devices don’t distract from the essential communication of quality (usually through an impactful image) and value — but enhance the banner’s engagement with their shoppers.”\r\n\r\nBut retailers must be careful when designing value-tier packaging. If the packaging design becomes too clever or “brand-like,” the retailer risks persuading the consumer to trade down from the national-brand-equivalent (NBE) tier to the value tier, Maute cautions. And the NBE tier typically accounts for the “lion’s share of sales.”\r\n\r\n“The value space can be a difficult space to design in, with the challenge between ‘value’ and ‘solid branding’ trickier to balance,” DeCarlo agrees. “Value-tier packaging design must convey affordability compared to any NBE or premium private brand offerings on shelf alongside it. If you want your consumer to spend more on your NBE or premium tier, they need to see a difference.”\r\n\r\n<strong>Know your customer\r\n</strong>\r\nA retailer that knows what its customer wants from the brand will be better able to connect with that customer once the packaging is rolled out throughout the store.\r\n\r\nOlson recommends that retailers define their customer.\r\n\r\n“Try to understand their buying habits and what is best going to help them in terms of purchasing this brand,” he says.\r\n\r\nChilds agrees and believes retailers should ask themselves: “Why do my customers want to purchase a value-tier product at my store?” There are three possible options: price, value or worth. If it’s because of price, the customer is looking for the lowest possible price, and the packaging design should not be premium. If it’s because of value — a solid-quality product at a solid price — retailers should ensure the packaging prevents consumers from feeling like they’re making any kind of sacrifice. If it’s because of worth — an amazing quality or innovative product at a surprising price — retailers should use product packaging to tell customers that they’re clever for selecting this brand and product.\r\n\r\nCamp takes it one step further, recommending that retailers include actual shopper feedback very early on in the redesign process.\r\n“Don’t make decisions about anything at shelf without knowing your consumer and their preferences, because the value-tier consumer may make very different choices or be driven by different need states than your branded or premium shopper,” he says. “Questions about the personality or equity of the own-brand should absolutely be answered with qualitative or even quantitative feedback from those making choices for the target households.”\r\n\r\nOnce a retailer has gathered enough information about its value-tier customers, Donelson advises that the design strategy should be fresh, reflective of the overall brand and straightforward.\r\n\r\n“The value tier should be simple, from product functionality to on-pack communication,” she continues, “to reinforce its role within your portfolio. That doesn’t mean you to lose all the personality along the way.”\r\n\r\nOriginally published by <a href=\"http://www.storebrands.info/research-and-data/category-intelligence/packaging/anything-basic?utm_source=MV_Store+Brands&amp;utm_medium=email&amp;utm_content=HTMLLinkID:+6&amp;utm_campaign=Category+Intelligence:+Anything+but+basic\" target=\"_blank\">Store Brands</a>\r\nPhoto courtesy of Store Brands', 'Anything But Basic', '', 'inherit', 'closed', 'closed', '', '2237-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2237, 'http://cbx.cappendev.com/2237-revision-v1', 0, 'revision', '', 0),
(2584, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<strong>Organic vegetables break category norms though the use of a stand-up pouch and fun and colorful graphics that stand out from the gritty, natural palettes traditionally used.</strong>\r\nA new line of organic beans is breaking through the “sea of sameness” in the organic shelf-stable vegetables category through the use of a stand-up pouch decorated with fresh and fun illustrations. The five varieties of beans in pouches were launched by startup company Green Valley Foods, LLC out of Salem, OR, in October 2015 along with four canned bean varieties, one canned pumpkin product, and three canned seasonal vegetables—all with the same lively graphics.\r\n\r\n“Green Valley wanted to create packaging that disrupted the aisle, but also captured a younger, health-conscious audience: the adventurous, better-for-you Millennial Mom,” says Pete Chieffo, Associate Creative Director for CBX, the firm responsible for designing the package graphics. “The canned category relied on a gritty, natural palette of earth tones and farm cues. While these cue the natural organic aspect shoppers are looking for, there wasn’t anything that spoke to our target’s desire to make food fun and creative for her family.”\r\n\r\nThrough research involving both East and West Coast Millennial Moms, Green Valley and CBX learned that organics had changed over the past several years, “with Millennials expecting their organic brands to match their optimistic and adventurous lifestyle, rather than traditional organic category cues,” says Chieffo.\r\n\r\nAdds CBX CEO and Managing Partner Gregg S. Lipman, “We saw that there was an opportunity here for something innovative and differentiated. The ‘classic’ organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today’s busy but conscious consumers.”\r\n\r\nThe first and greatest differentiator is the use of a 15.5-oz stand-up pouch with a tear notch at the top for some of the beans. Graphics for the pouches and cans include illustrations of a green valley, vibrant veggies, and purple mountains, topped by a yellow sun orb, along with simple typography. “We wanted the fonts to feel hand-drawn with character, right from the farmer’s hand,” Chieffo says. “The depiction of the beans and veggies was a take on ‘farm to table,’ with a modern edge, elevating the product with a top-down shot.” The back of the packages contain recipes.\r\n\r\nAccording to Lipman, social media results indicate a great interest in Green Valley’s organic products, with 40,000 likes on Facebook as of early January 2016.\r\n\r\nOriginally published in <a href=\"http://www.packworld.com/package-design/rigid-flexible/bean-pouches-present-new-take-organics\" target=\"_blank\">Packaging World</a>', 'Bean Pouches Present a New Take On Organics', '', 'inherit', 'closed', 'closed', '', '2161-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2161, 'http://cbx.cappendev.com/2161-revision-v1', 0, 'revision', '', 0),
(2585, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<strong>In blog post for MarketingDaily, veteran CBX brand consultant offers advice on using immersive brand experiences to create a ‘way of life’ for consumers.</strong>\nAs they seek to capture the imaginations of consumers, today’s brands cannot simply offer products and services. Instead, writes CBX Managing Partner Gregg S. Lipman in an Oct. 9 blog post published by MediaPost’s MarketingDaily, the onus is on brands to offer a way of life—an emotional bond that connects one shopper to the next and makes people want to return to the store, again and again. \n\n“Ever talk to someone who shops at Lululemon?” writes Lipman, the veteran brand consultant and co-founder of the New York-based brand agency. “The Lululemon brand connection is forged on something more than yoga clothing and gear—it is forged on a lifestyle of health and well-being that makes shoppers feel they are part of the ‘tribe.’ ”\n\nIn the post (“Immersive Brand Experience as A Way of Life”), Lipman offers pointers for brands that aim to create a Lululemon-like tribe of their own. The first is “Let your tribe connect with each other.” Citing online communities such as Etsy, Pinterest and Airbnb, Lipman emphasizes the importance of creating online spaces that enable shoppers to connect with like-minded individuals. “Users of these sites go to them knowing they will find people with similar tastes, which perhaps grants them permission to spend time there,” he writes, “and spend time they do.”\n\nThe next is “Elevate your tribe’s purpose.” Here, Lipman describes how certain brands craft uplifting customer experiences in ways that leave people feeling better about themselves. “At MAC Cosmetics, the attention showered upon you and the personal service allows you to feel comfortable, confident and free to express your desires without judgment,” he writes. “Celebrity endorsers like RuPaul, Lady Gaga and Elton John preach inclusivity and are atypical ‘beauties’—a fresh departure from beauty brands that feature flawless, airbrushed models.” \n\nAnother pointer is “Create a community in your brand space.” Lipman cites the highly popular spinning classes of SoulCycle, which have turned legions of New Yorkers and Los Angelenos into spin worshippers. “People bond on favorite instructors and playlists, and popular classes sell out in minutes,” Lipman explains. “Walls, t-shirts and products are covered with inspiring words, and it would be easy for a new visitor to forget that SoulCycle is actually about spinning.”\n\nLastly, Lipman encourages brands to “Offer unforgettably unique experiences.” For example, American Girl offers experiences at its stores that doll owners cannot find anywhere else. “Doll owners can take a cooking class with their dolls, or eat next to their dolls at the restaurant, or wait months for a highly coveted appointment at the Doll Hair Salon,” he notes. \n\nIn the conclusion to the piece, Lipman cautions that brands will fail at creating tribes if the effort is inauthentic. “Here’s the thing about tribes: They need to stand for something,” he writes. “They need to have a common spirit that pervades a group and the physical trappings that unify, and they need to evolve over time. Brands that don’t do so start to lose their relevancy, and in turn their followers.”\n\nRead more: <a href=\"http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html#axzz2i072nrGG\" target=\"_blank\">http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html#axzz2i072nrGG</a>\n', 'Brands Should Be In The \"Tribe-Building\" Business, Lipman Writes', '', 'inherit', 'closed', 'closed', '', '1871-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1871, 'http://cbx.cappendev.com/1871-revision-v1', 0, 'revision', '', 0),
(2586, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<em>Morocco’s pioneering duty free store operator will continue renovation of its Mohammed V International Airport stores through later this year</em>\r\nCBX, the New York-based brand agency and retail design consultancy, has completed the initial phases of design work on duty free stores operated by IDFS at Casablanca’s Mohammed V International Airport (CMN). IDFS, Morocco’s first duty free store company, maintains 926 square meters (9,967 square feet) of selling space divided among a trio of stores at the country’s busiest international airport.\r\n\r\nWhile IDFS remains the dominant duty free operator in Morocco with a total of 10 shops at all major airports, competitors have entered the market with new locations. To best serve its loyal and growing clientele of discriminating international travelers, the 25-year-old company turned to CBX to strategically reposition its stores and to establish new identity standards, including a new logo that, while heavy in Moroccan influence, has been modernized and thus sets a differentiated tone for the new shops.\r\n\r\n“IDFS has embarked on a considerable strategic new store and remodeling program aimed at creating memorable environments,” noted store designer Joseph Bona, president of branded environments at CBX. “They wanted to redefine the brand to be more in tune with the high-end specialty stores that its well-traveled customers shop across the globe.”\r\n\r\nThe fast-track project, begun last July, required a world-class design to increase store shopability as well as a smart and flexible fixturing system to handle a variety of merchandise from tobacco products, wines and spirits, to watches, handbags, cosmetics and fragrances. The first phase was completed earlier this year with the unveiling of a new, 162-square-meter (1,743-square-foot) wall shop featuring fragrances (Tom Ford, Bulgari, Hermes, Lacoste &amp; Marc Jacobs) as well as confectionery and gifts.\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches, CBX created a series of “Riads”—a traditional Moroccan residential design featuring an interior garden or courtyard – rendered in a modern way. The firm’s design scheme references the layout of a classic Riad and further delineates merchandise categories and assists wayfinding with stylized silhouettes, pylons and forms within the shop’s open plan. The plan further employs vertical breaks to create segmented shops to best highlight each merchandise category. Customer journeys through the space are facilitated by overhead departmental signage and internally lit tower fixtures clearly marked with designer brand logos. Abundant LED ambient light punctuated with softly luminous ceiling-hung pendants enhances the welcoming effect. Underfoot, the ever-changing Moroccan desert inspired a circulation path which features flooring transitions from dark tile to lighter colored ones. To further reflect the country’s rich culture and natural beauty, an indigenous color palette featuring shades of rich ivory with sea- and sky-inspired blues is combined with classic Moroccan graphical design motifs.\r\n“We wanted travelers to have a lasting impression of Morocco as they were leaving the country,” Bona explained. “By recalling the country’s traditional architecture along with its luxurious natural palette in a modern way within IDFS stores, we believe we’ve accomplished that objective while also reinforcing IDFS’ position as Morocco’s leading travel retailer.”\r\n\r\nThe second phase of the project was completed in May with a remodeled and expanded wall shop, which is being tied to a celebration of the company’s 25th anniversary. This 330-square-meter (3,552-square-foot) shop is devoted to an expanded selection of prestige fragrances and cosmetics (Chanel, Clarins, Dior, Givenchy, Guerlain, YSL and more) as well as confectionery (Ferrero Rocher, Lindt, Toblerone, Cadbury, and Kinder), cigarettes (Marlboro, Winston, Camel, Vogue, and others), cigars, liquors, wines and gifts.\r\n\r\nMeanwhile, design work is underway for the renovation of IDFS’ 434-square-meter (4,672-square-foot) inline shop featuring handbags, sunglasses, watches, apparel and giftware from such brands as Bulgari, Dolce &amp; Gabbana, Lacoste, Longchamp and Swarovski—a number of which are exclusive to IDFS in Morocco’s airport retail market. This third location at CMN is expected to be completed later this year.\r\n\r\nIDFS’ latest strategic design initiatives is led by Executive Vice President Christopher Tantoco, who grew up in the business under the mentorship of his grandparents and IDFS founders Bienvenido Tantoco, Sr. and his late wife, Gliceria Tantoco.\r\n\r\n“We have made significant investments in the improvement of our stores.  To strengthen our position in Morocco’s competitive duty free industry, we commissioned specialists CBX and New Store Europe to execute the major transformation of our brand through our flagship store in Casablanca,” said Christopher Tantoco. “We wanted to differentiate ourselves from our competitor by adding local flavor to our shops and create an environment that will maximize dwell time, customer flow, and properly present each brands’ products creating a memorable shopping experience. I am very excited as this is only the first step to the robust future of IDFS.   Through this project, we have further strengthened our claim of being the ‘Last good buy before you fly!’”\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.moodiereport.com/document.php?c_id=39&amp;doc_id=39783\" target=\"_blank\"><em>The Moodie Report</em></a>\r\n<a href=\"http://finance.yahoo.com/news/cbx-completes-initial-phases-multi-133000759.html\" target=\"_blank\"><em>Yahoo Finance UK</em></a>\r\n<a href=\"http://www.airport-world.com/home/general-news/item/4073-duty-free-stores-at-casablanca-gateway-to-be-revamped\" target=\"_blank\"><em>Airport World</em></a>\r\n<a href=\"http://vmsd.com/content/cbx-completes-initial-stages-multi-store-projects-idfs\" target=\"_blank\"><em>VMSD</em></a>\r\n<a href=\"www.retailcustomerexperience.com/photos/moroccos-first-duty-free-stores-get-a-new-look/\" target=\"_blank\"><em>Retail Customer Experience</em></a>\r\n<a href=\"http://www.dutyfreemagazine.ca/gulf-africa/industry-news/operator-news/2014/06/12/moroccos-idfs-finishes-its-phase-of-design-work-with-new-york-based-cbx/#.U6H_uI1dVz8\" target=\"_blank\"><em>Duty Free Magazine</em></a>', 'CBX Completes Initial Phases of Multi Store Projects for IDFS', '', 'inherit', 'closed', 'closed', '', '1970-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1970, 'http://cbx.cappendev.com/1970-revision-v1', 0, 'revision', '', 0),
(2587, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<strong>Veteran retail consultant David Weinberger outlines ‘Four 2015 Retail Trends.</strong><strong>You Haven’t Heard About’ in column for Chain Store Age Online.</strong>\r\n\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, writes Dave Weinberger, VP and director of engagement for CBX, the brand agency and retail design consultancy, in a Jan. 8 column for Chain Store Age Online.\r\n\r\nIn the column (“<a href=\"http://www.cbx.com/news/four-2015-retail-trends-you-havent-already-heard-about/\" target=\"_blank\">Four 2015 Retail Trends You Haven’t Already Heard About</a>”), Weinberger describes how real estate pressures will drive four trends in the year ahead, all of which are related to better understanding and catering to today’s shoppers. “Consumers are shopping more often and making smaller trips,” Weinberger writes. “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\nThe consultant describes “theme-parkifying,” for example, as a way to give shoppers an exciting experience that happens to be convenient as well. He cites the Chicago and New York locations of Eataly as a possible source of inspiration for chains seeking to innovate in this way. “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,” Weinberger explains. “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\nIn the year ahead, other retailers will likely put their own spins on creative curation and theming. Babies “R” Us, for example, could take over a large-footprint store and create an experience built around a theme such as “motherhood.” Such a hybrid concept could have Babies “R” Us joined by, say, a Starbucks, a Lululemon, a Massage Envy and a wine shop all inside a vacant big-box store, Weinberger writes.\r\n\r\nMeanwhile, “corner 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. “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 writes.\r\n\r\nIn 2015, struggling retailers will also try to “reboot” and get out of their real estate commitments rather than simply closing their doors as in the past. Six months ago, for example, Authentic Brands Group announced it was shutting down all Juicy Couture locations, with a re-launch of the brand planned for 2015. “Store-in-store deals are part of this proposal as well,” Weinberger writes. “Is this strategy high-risk? Sure. But it is potentially high reward as well.”\r\n\r\nLastly, the consultant describes “side 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, he explains, and it will continue to branch out in the year ahead. “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 writes.\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 concludes. “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\nThe full column is available <a href=\"http://www.chainstoreage.com/article/four-2015-retail-trends-you-haven’t-already-heard-abou\" target=\"_blank\">here</a>.\r\n\r\n<strong>As seen in:</strong>\r\n<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\"> CSPnet</a>\r\n\r\n&nbsp;\r\n\r\n<strong> </strong>', 'CBX Expert: Real Estate Pressures Will Spark Retail Creativity in 2015', '', 'inherit', 'closed', 'closed', '', '2057-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2057, 'http://cbx.cappendev.com/2057-revision-v1', 0, 'revision', '', 0),
(2588, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<strong>Beloved brand emphasizes its hard-hitting, dynamic and challenging workouts via comprehensive rebranding campaign by CBX.</strong>\r\nAfter an endorphin-boosting Jazzercise workout, you’re likely to feel toned, breathless, energized—and ready to come back for more. But what about those whimsical legwarmers and leotards? In its comprehensive rebranding project for Jazzercise, brand agency and retail design consultancy CBX is helping the $100 million company retire these outdated misperceptions.\r\n\r\n“The reality is, Jazzercise has continually updated its workouts for the past 45 years to keep them in perfect step with contemporary fitness trends ,” said Gregg S. Lipman, CBX Co-Founder and Managing Partner. “Jazzercise continues to transform the bodies and lives of thousands of people all over the world. It is every bit as results-oriented as the likes of CrossFit or Zumba. Our objective was to modernize the perception of this brand by better telling its story.”\r\n\r\nThe new brand elements debuted on the Jazzercise website in January and are now being rolled out companywide to appear on retail products such as apparel, interior and exterior signage, promotional materials, advertisements and posters. Elements have also been incorporated in corporate and franchised Jazzercise centers.\r\n\r\nAs part of the rebranding, CBX body-sculpted the Jazzercise logo by ditching its serif-based font for a sleeker, more energetic look. The firm created a bold, clean color palette for Jazzercise’s background fields, typography and accents, employing shades of yellow, grey, blue and white. The new brand voice is conveyed in messaging such as “Jazzercise: You think you know us, but you don’t” and “We keep you moving, we keep it coming—you’ll transform.”\r\n\r\n“We based our approach on extensive consumer research, and the messages we received were, in essence, ‘Inspire me’ and ‘Get me results,’” said Rick Barrack, CBX Co-Founder and Chief Creative Officer. “These workouts are sweaty, real and challenging. They’re about intensity and results, which is precisely what we sought to convey in this rebranding.”\r\n\r\nCBX’s effort focused in part on grittier, high-contrast photography, Barrack explained. “Visually, we zoomed in on the strength of women’s muscles and the sweat on their bodies, with brick backgrounds, close cropping and a color palette that really pushes performance and strength,” he said. “It is real, raw and empowering, which happens to be more in keeping with today’s trends, from the TV show ‘Girls,’ to the unapologetic ads of U By Kotex.”\r\n\r\nSpecific words on the brand guidelines list include pulse-pounding, beat-pumping, beats jumpin’ and bass droppin’, which is appropriate given that customers can incinerate up to 800 calories in one 60-minute Jazzercise class, Barrack noted. “We also added boldness and strength to the advertising copy with language such as ‘Our only throwback is our right hook’ and ‘Our new beats break 80s barriers.’ ”\r\n\r\nFounded in 1969, Jazzercise has never stopped growing: its more than 8,300 certified instructors teach more than 32,000 weekly classes in 32 countries. However, the 45-year-old brand wanted to gain an edge on other fitness programs by focusing on the future, Lipman noted. “Jazzercise founder and CEO Judi Sheppard Missett wanted to reach out to a new audience with a bold new message: ‘You think you know us, but you don’t,’ ” he explained. “This rebranding has laid the groundwork for an enduring and engaging brand, one that acknowledges that sweat is sexy—no legwarmers required.”\r\n\r\nAs seen in:\r\n\r\n<a href=\"http://clubindustry.com/cbx-helps-jazzercise-rebrand-focus-intensity-results\" target=\"_blank\">Club Industry</a>', 'CBX Helps Jazzercise Rebrand with Focus on Intensity, Results', '', 'inherit', 'closed', 'closed', '', '2083-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2083, 'http://cbx.cappendev.com/2083-revision-v1', 0, 'revision', '', 0),
(2589, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<style> strong{font-weight:bold;} </style>\r\nThe nonprofit Fare &amp; Square is a culinary diamond in a rough-and-tumble neighborhood, enriching residents with affordable fresh food and grocery staples.\r\n\r\nIn most of the country, that commodity is viewed as a produce department stalwart, though a dwindling one, losing sales and shelf space to more fashionable and higher-margin bagged salads. However, for residents of Chester, Pennsylvania, a gritty industrial city of 34,000 just south of Philadelphia, iceberg lettuce used to be an unattainable luxury. That was because Chester was in the midst of a food desert—one of 35 in the Delaware Valley.CBX_FareSquare_1869\r\n\r\nAt one time Chester was home to five supermarkets. Over the years they closed one by one as jobs and population fled and crime increased. The last supermarket in town, West End Food Center, permanently shut its doors in 2001.\r\n\r\nCitizens in this hardscrabble, but proud town—the oldest city in Pennsylvania, settled in 1644, and the birthplace of the Mother’s Day Parade, Scott toilet tissue, jazz great Ethel Waters, rock-and-roll pioneer Bill Haley &amp; His Comets and allegedly the hoagie—were relegated to buying groceries from dirty corner stores or having to trek out of town, even to Delaware, to find a supermarket.\r\n\r\nThat changed in September when Fare &amp; Square opened its doors—in the same building that had housed West End Food Center—allowing Chester residents to once again purchase fresh produce, along with meat, seafood, deli, bakery, frozen and dry grocery items.\r\n\r\n“When we were interviewing prospective employees and talking about the mission of our store, somebody made a statement that really opened my eyes,” says Paul Messina, Fare &amp; Square’s store director. “They said, ‘Do you know you can’t buy a head of lettuce in the City of Chester?’”\r\n\r\nThat is when Messina’s outlook on the importance of the store changed.\r\n\r\n“It hit me that what we were doing became that much more of a mission of love,” he says. “We had to get this done for the people. It was ridiculous that you couldn’t buy a head of lettuce here.”\r\n\r\nPointing to a cooler case filled with heads of crisp, fresh lettuce, collard greens, kale, broccoli crowns, green bell peppers and other produce staples, Messina proudly says, “Now you can’t say that anymore. Now you can buy a head of lettuce in the City of Chester. It is a good feeling.”\r\n\r\nBefore Fare &amp; Square, grocery shopping was a major time consuming chore—especially for those without cars. A good number of people in Chester are living below the poverty level; the average annual household income in Chester is $19,000. “I had a woman come in the other day and say, ‘Do you know how much money I am saving because I don’t have to take two buses to get to Essington and then take a hack back,” Messina says, using the Philadelphia parlance for a freelance, often unlicensed taxi cab.\r\n\r\nGranted, at 16,000 square feet with only four aisles, Fare &amp; Square is noticeably smaller than a Pathmark Supercenter, but it still manages to offer a full selection of produce, seafood, butcher-cut meats, a Dietz &amp; Watson-branded deli, frozen foods, dry grocery, pet foods, cleaning essentials and some other nonfoods.\r\n\r\nFare &amp; Square is notable for two other facts. It is owned and operated by Philabundance, the Philadelphia-based food bank that services the Delaware Valley, and is being billed as the nation’s first not-for-profit grocery store.\r\n\r\nIf the prototype is successful—and early indications are that it is a hit—the template will be rolled out to other food deserts in the Delaware Valley and copied by other food banks across the country.\r\n\r\nBecause of its unique situation and location, Fare &amp; Square operates on a premise that is different than traditional supermarkets.\r\n\r\n“Pretty much in an urban store like this the merchandising basics are price. Price. Price,” says Bill Clark, president and executive director of Philabundance. “People don’t really care about organic and they don’t really care about local or energy footprint or being green. It is basically, ‘I’ve got to feed my family on a limited amount of money and I want to do it well, and I want to be respected when I do it.’”\r\n\r\nThat reason—not crime—is one of the key reasons that traditional supermarkets have not been able to make a go of it in inner cities, Clark says.\r\n\r\n“We believe it is harder for a commercial grocery store to operate in a community like this because the gross operating margin on $100 million in sales in the inner city is different than in the suburbs,” he says. “In the suburbs there are much more prepared foods, value-added foods, premium foods. In here some of our biggest sellers are 5-pound bags of flour and sugar, cooking oil and Jiffy corn muffin mix.”\r\n\r\nClark says the idea for Fare &amp; Square came about because just-in-time delivery, better inventory control and less recovery for dented product are all having a hand in leading to less donations being available for food banks.\r\n\r\n“We were having an increasing problem as a food bank because shelf stable products have been flat to declining across the country,” Clark says, noting that the problem is exacerbated by the growth of food deserts, described by the USDA as a low-income census tract where a substantial number or share of residents have low access to a supermarket or large grocery store. In an urban area like Chester, that is considered a one-mile radius.\r\n\r\n“As a food bank we have been trying to support food cupboards and when a commercial food desert happens the demand on the charitable food distribution system skyrockets,” Clark says. “All of the food banks are having a hard time dealing with the growing demand or need and we had to figure out some way of addressing the problem of access, and providing a safety net of food for people that need it.”\r\n\r\nPrior to Fare &amp; Square’s opening, Philabundance donated about one million pounds of food a year to churches and other charities in town, and Clark expects that figure will remain constant.\r\n\r\n“What Fare &amp; Square does is lower the barrier to get food before people are so desperate that they have to go to a charitable-only distribution center,” he says.\r\n\r\nFare &amp; Square has several advantages that will help it thrive in a food desert that otherwise might not support a traditional for-profit store because it is owned by the nonprofit Philabundance, Clark says. “One is that I do not have to make a profit,” he says.\r\nFunds were raised to purchase the building, which is now tax-exempt, and additional income is derived from tenant Family Dollar, which shares the building. Equipment and fixtures were donated or purchased at a significant charitable discount.\r\n\r\n“All of our grocery carts were donated by Giant [Carlisle],” Clark says. “Even people who would normally be seen as competitors were involved. We got financial support from Wawa, Giant, Acme.”\r\n\r\nIn fact, it is Wawa convenience store milk sold in the dairy case. “We’ve had a very, very close working relationship with Wawa for the longest time,” Clark says. “They are an investor in the store and in Pennsylvania we have minimum milk price laws, so we asked them if they wanted to participate.”\r\n\r\nIn addition to Wawa, strategic manufacturing partners include Goya, Kimberly-Clark and Bimbo Bakeries.\r\n\r\n“Everything in our store is purchased by us through wholesalers and resold,” Clark says. “We do not make a profit and we cannot sell any product that is donated to Philabundace. It is illegal for us to sell donated product.”\r\n\r\nBut some manufacturers will give Fare &amp; Square a discount on product.\r\n\r\n“Spots within the store will get very good pricing offered to us by partner vendors who realize that we are actually a different class of trade,” Clark says. “They can support us with prices that are very attractive.”\r\n\r\nPrices are cheaper, compared to suburban Pathmark and Giant stores surveyed, and Fare &amp; Square even stocks some items that those stores did not. Oxtails, smoked turkey tails, Bosco or Borden Singles were not available at Giant, for example.\r\n\r\nFare &amp; Square stocks a large assortment of premium brands. When asked by an observer why both Jiffy Baking Mix and Bisquick were carried when the Jiffy was clearly the better deal for impoverished shoppers, Clark replies, “When you talk to people in a community that has been without a supermarket for a while, they will voluntarily tell you up front that they don’t want you to be an Aldi or Save-A-Lot. They want the national brands. It is a question of respect. That said, the shelf movement on the national brand isn’t what you’d expect if you were in Villanova,” he says, referencing a ritzy Main Line suburb.\r\n\r\nHowever, like on the Main Line, just about everyone at Fare &amp; Square belongs to a club. “This store is a membership operation,” Clark says. “We don’t charge for membership, but by asking people to sign up and get a membership card, and then using that card to identify their household, we have access to consumer purchasing data.”\r\n\r\nFare &amp; Square has 7,688 members as of last count. Not bad, considering there are 10,000 households in the entire city. “We are pulling from a larger area than just Chester, including Trainer, Marcus Hook, Upper Chichester and surrounding areas,” Clark says, adding that product selection coupled with low prices is drawing the shoppers in.\r\n“With our relatively small footprint, the key is to be staples with a little bit of drama so that people enjoy the shopping experience,” Clark says. “You don’t want the food section to look as if it was chosen by a food bank and be all bunker food with the largest selection of varietal beans and rice.”\r\n\r\nC-store on steroids\r\nBased on the initial success and customer feedback about Fare &amp; Square, Philabundance is looking to open more stores.\r\n\r\n“There are plenty of areas within our zone, like Camden, Moorestown and Philadelphia’s got multiple opportunities,” Clark says. “But there are also areas within striking distance, whether that is Wilmington, Atlantic City or Trenton.”\r\n\r\nClark concedes that Philabundance will not be opening any “150,000-square-foot Wegmans-type” stores, but likely more outlets in the 20,000-square-foot or smaller range. “If we can achieve some kind of scale in our supply chain, we may be able to augment the distribution of smaller, somewhat C-store on steroids formats,” Clark says. “Like a 6,000-square-foot footprint specializing in perishables.”\r\n\r\nSimilar stores may be cropping up around the nation.\r\n\r\n“We’ve had a lot of inquiries from other cities,” Clark says. “People who live in these [impoverished] communities have much higher incidence of dietary-based disease, obesity, hypertension, diabetes, fatty liver. Diet is creating much higher medical costs. We think it is better to reestablish normal nutritional access than it is to throw pills at the problem.”\r\n\r\nBefore expansion takes placein other areas Fare &amp; Square first needs to work out the kinks in its initial location.\r\n\r\n“The merchandise mix is one of the things that has to be tuned,” Clark says. “Because we’re a nonprofit a lot of people thought we were going to have gluten-free this and organic-that, but that is dead. We have crates in the back room filled with stuff we are pulling from the shelves because it did not sell. Whoever thought we’d be selling Robinson’s Lemon Curd? Are you crazy?”\r\n\r\nPenn-ing a renovation\r\nBefore it was Fare &amp; Square it was West End Food Center. Before that Shop ‘n Bag, and before that it was an outlet of Penn Fruit Co., once one of Philadelphia’s most prominent supermarket chains, known for low prices, flashy promotions and innovative architecture.\r\n\r\nAfter West End closed in 2001, the store sat vacant for a dozen years. “In a space left vacant for so long, you never know what surprises you may uncover,” says Joseph Bona, president, branded environments, at CBX, the New York-based firm that designed the store. Because the project was being undertaken by a nonprofit organization, a tight budget came into play.\r\n\r\n“When the old suspended ceiling system was removed, a fantastic original vaulted ceiling was discovered,” Bona says. “However, age, disrepair and neglect had left the task of renovating it too costly, so up went a new, more affordable suspended ceiling system. The replacement ceiling provided exactly what we wanted to achieve for Fare &amp; Square—the sense of a new, bright and updated market.”\r\n\r\nFactory fresh\r\nWhat does the one-unit Fare &amp; Square have in common with multi-thousand store Kroger and Safeway chains? Like its two larger compatriots, Fare &amp; Square may one day operate its own factory.\r\n\r\nCurrently using the IGA label from its supplier Bozzuto’s, Fare &amp; Square is looking to create its own line of products in certain categories. “We are going to be looking at doing small scale manufacturing ourselves,” says Bill Clark, president and executive director of Philabundance, the Philadelphia-based food bank that operates the store. “We have already trademarked a number of brands, like Community Farms and Community Kitchens.”\r\n\r\nClark says it is getting increasingly difficult for food banks to source staples, like rice and dry beans. “We are starting to do is buy rice and beans in large 2,000-pound bins and use our staff and volunteers to pack them off into one-pound bags as a way to drive down costs,” he says.\r\n\r\nIn addition to repackaging staples like rice, Clark sees Philabundance one day getting into more detailed manufacturing. “Frozen pizza is a big item in any inner city market,” he says. “Why would I want to go and buy frozen pizza from another state when I could make it and put another 20 people to work? And because we are a food bank, we can make the frozen pizza nutritious and still keep our costs low,” he says.\r\n\r\nRead more: http://www.groceryheadquarters.com/2014/01/chesters-little-gem/', 'Chester\'s little gem', '', 'inherit', 'closed', 'closed', '', '1969-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1969, 'http://cbx.cappendev.com/1969-revision-v1', 0, 'revision', '', 0),
(2590, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '<strong>Progresso introduces two varieties of chili packaged in a convenient, flexible pouch decorated with graphics designed to appeal to ‘a die-hard chili cook-off contestant.’</strong>\r\nProgresso has extended its expertise in soup to two new “homemade-quality” chili products packaged in a flexible standup pouch decorated with bold, rustic graphics. Offering unique ingredient combinations—Smokehouse Pork and Beef Chili with Beans, and Southwest Style White Chicken Chili with Beans—the line was launched in July to address consumers’ growing interest in tasty dinner options that are easy to prepare.\r\n\r\nAccording to Associate Marketing Manager for Progresso Jill Haspert, the company selected the 20-oz, two-and-a-half-serving standup pouch to improve the consumer experience as well as shelf impact. “Pouches are a convenient and user-friendly format for our consumers, while also standing out on shelf,” she says.\r\n\r\nAlthough material and supplier information for the pouch is proprietary, Haspert does say that the package construction was chosen for product protection, and ease of consumer identification and opening. “Product protection is an important responsibility of the package,” she explains. “The package design and construction help maintain the quality and the excellent taste of the chili over its [18-month] shelf life. The standup pouch format allows consumers to quickly identify the product on shelf. The material makeup of the pouch allows for consistent seal quality and allows our consumers to easily open the package without the use of tools.”\r\n\r\nThe pouch is designed with a tear notch at the top for opening and a clear bottom that allows consumers to see the quality ingredients inside. For product preparation, the consumer pours the chili into a microwave-safe bowl and heats for 5½ minutes—a significant time saver versus making chili from scratch, Progresso notes.\r\n\r\nTo convey the chili culture through its package graphics, Progresso selected brand agency CBX, which selected a hearty, inviting bowl of chili as the primary graphic. The bowl is set against a warm wood-grain table—a background that is also used for the “Chili” copy. The border and top of the pouch use the Progresso blue, with the brand logo in the top left-hand corner.\r\n\r\n“The design intent was to represent the sensory cues that one associates with the occasion of eating chili: warmth, slow cooking, the melding of spicy, hearty flavors with fresh toppings” explains Haspert.“We were inspired by thinking about and researching the type of visual language a die-hard chili cook-off contestant might be attracted to.” The pouch is rotogravure-printed in seven colors by a proprietary converter.\r\n\r\nHaspert says that since it was launched last summer, Progresso™ Chili has been well received by consumers. “It’s clear that consumers are seeking quick, simple meal ideas that taste like homemade, and Progresso Chili is a great option.” The product is available nationwide in the chili and soup aisle of major grocery chains for $4.99 per pouch.\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://http://www.packworld.com/package-design/structural/chili-pouch-stands-out\">here</a>.', 'Chili in a Pouch Stands Out', '', 'inherit', 'closed', 'closed', '', '2045-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2045, 'http://cbx.cappendev.com/2045-revision-v1', 0, 'revision', '', 0);
