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(2009, 4, '2014-10-09 16:07:25', '2014-10-09 16:07:25', 'As the petroleum retail market becomes ever more competitive, the winners in today’s economy will be the ones who go beyond service to deliver a satisfying retail experience. And one way to do that is through paying attention to the retail trends affecting the industry.\r\n<strong>Trends in Store Design</strong>\r\n\r\nAsk yourself what attracts you to your favorite retail store? Is it the choice of products? The level of customer service? Or the functionality of the space? Today’s c-stores often lack the store design ‘wow’ factors that improve consumers’ shopping experience. From cluttered POP displays to confusing traffic flow, many c-stores leave store design at the proverbial front door. According to Joseph Bona, president branded environments at CBX, however, the retail landscape within the convenience retailing environment is becoming more sophisticated and focused on meeting consumer expectations. “Competition for convenience is everywhere—from drugstores and dollar stores to the smaller formats being opened by traditional Big Box retailers,” Bona says. “As a result, c-stores that don’t take steps to remain relevant in an ever-demanding, consumer-driven marketplace will be left behind.”\r\n\r\nBona says the most important aspect of today’s fuel marketing/c-store retail environment is the ability to connect with consumer emotions. “It’s no longer just about selling like items at like prices in like environments,” Bona says. “Today’s consumers have far too many choices where they can go to meet their everyday convenience needs, so those retailers who can provide value beyond selling goods and move toward selling experiences are the ones who will survive and succeed in the future.” This will require engaging all the senses and bringing an element of entertainment into the retail space.\r\n\r\nOutside the c-store arena, there are several prime examples of retailers that have embraced this trend in making an emotional connection with consumers. In grocery, Trader Joe’s provides a quirky attitude with quirky named products that you can only find at their stores.\r\n\r\n“It’s the overall adventure of seeing what’s new and the thrill of the hunt for proprietary ‘indulgent’ specialty items that you can’t get at your local supermarket,” Bona says. Indeed, as Brad Panarese, vice president, retail design at Tris3ct, a Chicago-based independent ad agency that specializes in retail marketing, explains, shopper expectations continue to evolve related to convenience, better quality foods/products and integration with technology, forcing retailers to respond with designs that speed checkout and navigation.\r\n\r\n“This is true in nearly every category of retail,” Panarese says. “The shift in demographics is a major contributor to shopper expectation as female and Millennial shoppers comprise a significant portion of today’s category consumers.”\r\n\r\nPanarese agrees that the biggest change in c-store environments is being caused by the introduction of smaller formats by retailers such as Wal-Mart and Target. “Building on the trend of international retailers such as Tesco, RetailNet Group research estimates that 95% of net new store growth between now and 2017 will come from small store footprints—5,000 square feet or smaller,” Panarese says.\r\n\r\nMichael Harris, managing partner at Boston-based Match Marketing Group, says one of the hottest trends is the creation of a “local marketplace” ambience within the c-store format.\r\n\r\n“The idea is to create an environment that appeals to the changing demands of shoppers with a format that is operational but conveys the perception of constantly changing products and services—hence the marketplace motif,” Harris says.\r\n\r\nConvenience retailers also see an opportunity to get a greater share of trips. Today’s fuel marketers have moved far beyond their original reason for being—GLT (Gas, Liquor, Tobacco). Partly this is in response to changing consumer trends and desires, but also as a response to greater competition from large format stores and chains opening local small footprint stores, as well as greater competition from the rapidly expanding drug store convenience and dollar store formats.\r\n\r\n“The overriding dynamic is ‘quick trip’—in/out mission based shopping,” Harris says. “The perception of convenience stores has been reversed in recent years—from a gas station with a convenience store attached to a local store with a gas station attached. We’ve seen convenience retailers embrace everything from premium coffee to artisan and craft beers to become more of a destination in their local market.”\r\n\r\n<strong>Trends in Offering Fresh Products</strong>\r\n\r\nThese days, more and more fuel marketers see foodservice, specifically fresh food options, including deli programs, as an excellent way to grow their business. Operators have valid, bottom-line reasons for offering enhanced fresh, healthy items, including saving labor, saving time, and maintaining consistency of menu offerings.\r\n\r\nAs consumers are inundated with the importance of embracing healthy lifestyles —eating more fresh and less “fast” food—fuel marketers and their c-store counterparts are jumping on the fresh product “bandwagon” like never before.\r\n\r\nSo why should marketers pay attention to this trend? Quite simply, it offers a new revenue stream that had previously been ignored by the c-store segment.\r\n\r\n“This trend has to do with what customers are asking for and the general health consciousness of consumers as a whole,” Bona says. “Traditional traffic drivers, such as cigarettes, have been in steady decline along with retail margins, leaving c-store operators little choice but to look elsewhere to recapture business.”\r\n\r\nThe desire for shoppers to have more fresh premium products is still an expectation that impacts c-stores. According to Panarese, research confirms that more than 60% of shoppers think that convenience stores should offer more healthy foods.\r\n\r\n“Retailers such as 7-Eleven and Casey’s General have responded with staff to prepare new products, such as egg white sandwiches for breakfast, custom deli sandwiches during lunchtime, as well as fresh pasta, pizza, and burgers,” Panarese says.\r\n\r\nAdditionally, with people eating and snacking multiple times a day or week, foodservice, when executed to high standards, can provide the impetus for replacing lost volume and driving higher sales.\r\n\r\n“As a result, c-stores now find themselves competing with the likes of Quizno’s, Subway, and McDonalds, offering freshmade salads, cut fruit, yogurt bars, and higher quality sandwiches, wraps and paninis,” Bona says.\r\n\r\nSo how are consumers responding to this trend toward fresh product offerings in the c-store marketplace? “I always believe that people eat with their eyes before they taste their food, so if the store environment, beginning from the curb, doesn’t convey a sense of being a professional food establishment, customers will keep driving by,” Bona says. “The best-in-class retailers like Wawa, Sheetz, and Rutters, have proven that, when done right, customers will return more often.”\r\n\r\nBona says it’s all about making a promise on the outside and then, once over the threshold, delivering on that promise through experience, quality of products, and great customer service.\r\n\r\n“The competitive landscape will continue to shape and drive change in the industry,” Bona says. “With discount stores and drugstores competing for fill-in occasions, QSRs developing stronger coffee and breakfast offers, and big box retailers building small format stores, c-stores have to move beyond selling daily commodities and concentrate more on serving the many different meal occasions that people have everyday.”\r\n\r\nAnd while some retailers are moving the needle on premium offerings, shoppers still look for the big sellers that have made c-stores popular, such as slushies and oversized sodas.\r\n\r\n“Consumers have responded favorably to new menu offerings, but still desire more traditional tactics that are still effective for grocery, such as coupons and special promotions,” Panarese says. “Given that loyalty programs continue to be effectively associated with gas purchase, broadening offers to include special meal deals will expand sales and maintain shopper interest.”\r\n\r\n<strong>Trends in Technology</strong>\r\n\r\nWith each new day, technology brings fuel marketing businesses exciting opportunities for growth and success. As businesses grow, they encounter tough decisions regarding how to best use the technology available. Within the c-store environment, technology needs to provide one key attribute: enable and support the speed of service and customer engagement.\r\n\r\nThat said, mobile wallets, dispenser technology, reward programs to entice gasoline purchasers to set foot in the actual store for additional purchases, and remote couponing, are all technology trends being implemented across the category.\r\n\r\n“National and local retailers understand that shoppers are leveraging multiple screens even when visiting their locations,” Panarese says. “Speedway and Shell have both leveraged social media to feed content that appears at the pump. Shell has continued to evolve their omni-channel experience by tying-in their POS system to mobile and tablets apps, allowing for both gas purchase at the pump as well as in-store including food products.”\r\n\r\nExperts advise fuel marketers to keep in mind that social technology will continue to play a critical role in how shoppers interact with retail brands. “Having the ability to respond more effectively with more relevant digital content will be key,” Panarese says. “Monitoring social channels and understanding when shoppers visit or intend to visit c-stores can provide key learning to optimize future content. This approach can also help improve customer service experiences when shoppers visit the stores—reducing perception of wait times and improving satisfaction.”\r\n\r\nAs shoppers become more familiar and more comfortable with payment apps, marketers will need to find the right balance between rewarding shoppers for their core purchase of gasoline and identifying ways to drive consideration of food/beverage products.\r\n\r\n“There will continue to be a challenge between how far retailers stray from core drivers in the category, such as gasoline and foodservice, versus evolving store footprints that include lounges and other amenities meant to entice new shoppers,” Panarese says.\r\n\r\nSome industry experts see technology as a double-edged sword—especially for fuel marketers. For instance, Pay at Pump technology is extremely valued by the “on-the-go” consumer (and convenience store operator) but can result in less in-store foot traffic.\r\n\r\nBut on the other, hand convenience retailers can take advantage of new location-based digital/mobile technologies as added incentives to bring traffic to the store. Furthermore, through these technologies they can promote exclusive products, the increasing range and variety of fresh options, unique services, such as pick up/drop off deliveries including dry cleaning, loyalty rewards, and many more.\r\n\r\n“Technology can give convenience retailers a unique opportunity—the ability to really transform their store using technology such as digital communications and media to create a store that has a completely different look/feel through different day parts—a morning café, a fresh lunch stop, an evening dinner solver,” Harris says. “They also need to connect this to the external audience via localized social and digital engagement and solutions.” Experts agree that gas is and will increasingly become a less significant part of the convenience/fuel marketing format. Long term trends, such as fewer miles driven per capita per year as well as the potential increase in electric powered cars, mean that fuel marketers need to provide additional reasons to visit.\r\n\r\n“Their locations—easy in/easy out—give them an advantage with the quick trip shopper,” Harris says. “To capitalize, c-store operators will need to continue to move further into local, fresh, unique products and services—in essence a holistic interpretation of the word ‘convenience.’”\r\n\r\n&nbsp;\r\n\r\nSource: Independent Gasoline Magazine Sept/Oct issue', 'Retail Trends', '', 'publish', 'open', 'open', '', 'retail-trends', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-trends', 0, 'thinking', '', 0),
(2010, 0, '2018-09-27 16:52:59', '2018-09-27 16:52:59', '', 'reynolds-foil', '', 'inherit', 'open', 'closed', '', 'reynolds-foil', '', '', '2018-09-27 16:52:59', '2018-09-27 16:52:59', '', 1643, 'http://cbx.cappendev.com/app/uploads/2018/09/reynolds-foil.jpg', 0, 'attachment', 'image/jpeg', 0),
(2011, 4, '2014-10-09 17:41:47', '2014-10-09 17:41:47', 'by Meg Asaro,\r\nCulture has become quite the buzz word as of late. The word itself has been trending on Merriam-Webster as the third most popular on their site (06.26.14). Is it because culture is literally expanding in size or because it is one of those words that has different meanings and needs clarification? I believe the root cause is related to both.\r\n\r\nThe dictionary definition of culture is “the beliefs, customs, arts, etc. of a particular society, group, place or time.” That makes total sense but, as a brander, I see culture as the palpable environment in which brands gain or lose relevance and meaning. For my work, the definition needs be more specific and actionable, setting up a call and response between culture and consumer, with brand smack dab in the middle of that conversation.\r\n\r\nSomething along the lines of “culture is the fusing of opportunity and motivations through mass behavior.” Redefining culture in this way makes room for the ever-changing symbiotic relationship between consumer and culture, humans and their environment and allows brands to connect on a deeper level. Deconstructing the definition a bit for clarity, motivations refer to the consumer need and opportunity to the shifting white space that brands inhabit in order to best satisfy that need.\r\n\r\nOnly by connecting a human need to a brand truth can brands hope for solid traction. Think of a brand that moves you. For me, it is Target. Experiencing awesome design at affordable prices, with modernized version of songs from my past (“Unbelievable,” 1991 from their back-to-school clothes spot) totally yins my yang.\r\n\r\nBut, today, there is a big challenge looming. We live in a time of constant content bombardment. Perpetual information is bought and sold, repurposed, consumed and more and more, forgotten. Ray Kurzweil’s “accelerating intelligence” is here. It is not a cultural shift of tomorrow but a reality of today. Culture is accelerating and is now much more fractured, splintered and well, weak. As the connective tissue between brand and consumer, it is getting stretched so thin that it is becoming more difficult to know what is true, what to latch onto and ultimately, what to leverage. Basically, it is becoming harder to find true relevance as cultural relevance itself is becoming less potent.\r\n\r\nI stumbled on cultural strategy as a profession by happenstance about 16 years ago when I worked as a cultural curator: someone who defines and re-appropriates cultural meat for brand strategy and, ultimately, expression. At the time, Naomi Klein came out with No Logo and stated, “Whoever produces the most powerful images, as opposed to products, wins the race.” Tracking cultural shifts back then was dare I say, easy. You could see them coming from Technohuman (the melding of technology and humanity) to S/he (gender bending) to Mass Class (the democratization of design - thanks Martha).\r\n\r\nWe talked of white space and penetrating gray matter because we could with culturally relevant image and design. Culture had gravitas and weight and we had water cooler moments to discuss and dissect. But progressively, these moments got fractured. Common cultural stories were told in smaller like-minded tribes. And those bigger cultural moments? They got uglier. The squeaky wheel tends to get the grease, or the loudest voice the mic, more appropriately. Examples that come to mind range from the Real Housewives juggernaut to Miley’s twerking to the unfortunate nature of the coverage of our beloved Robin Williams‘ death. We don’t need all the gory details but the school of thought that’s winning today says: sensationalism sells.\r\n\r\nI look back at 1998 with rose-tinted glasses. We saw the future through brightly colored iMacs and Woody from “Toy Story.” But, we could also turn ourselves off and just be human, find some peace. Cyber reality was just that, another world to enter and leave. Today, we are never unplugged, the thought is foreign as our smartphones get smarter and our addiction grows. Google Executive Chairman Eric Schmidt is famously quoted as saying, “Every two days, we create as much information as we did from the dawn of civilization up until 2003.” Because of this, I sometimes find myself feeling overwhelmed and overloaded. I worry that we are experiencing a cultural fracturing, and that perhaps a deep cavernous disconnection has begun.\r\n\r\nSo, in this world where overload is the new normal, what is a brand to do? How can brands connect with consumers and actually, really, still break through?\r\n\r\nI have a few thoughts:\r\n\r\n<strong>1. Be strong</strong>\r\n\r\nIt is brand’s role to act as a stabilizer in this cultural uncertainty. JC Penney illustrated what happens when a brand radically departs from what they know. They crumbled fast but thankfully are back on track, returning to their original logo and common industry practices.\r\n\r\n<strong>2. Be true to your brand’s roots</strong>\r\n\r\nDon’t act upon a cultural shift that is not true to the DNA of your brand. Remember Pepsi’s Refresh Project? It didn’t resonate because cause marketing was not core to the brand. Once they started embodying being “timely” to Coke’s “timeless”, did Pepsi gain traction. They now message “current” to go up against Coke’s “classic”, leveraging a rich history of using “of the moment” musicians to retain cultural relevancy.\r\n\r\n<strong>3. Be ahead of the curve</strong>\r\n\r\nBrands that follow by nature tend to get swallowed up in the abyss and don’t truly stand for something. Yesterday’s low fat is today’s whole grain.\r\n\r\n<strong>4. Research culture relevant to your tribe</strong>\r\n\r\nContinually monitor your core constituents, their behaviors and needs. With today’s cultural fracturing, staying close to those who love your brand allows you to stay at the heart of the conversation and respond with culturally relevant stories. Only then are we truly allowing brands to do their thang.\r\n\r\nRead the full article <a href=\"http://www.mediapost.com/publications/article/235777/the-fragility-of-culture.html\" target=\"_blank\">here</a>.', 'The Fragility Of Culture', '', 'publish', 'open', 'open', '', 'the-fragility-of-culture', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-fragility-of-culture', 0, 'thinking', '', 0),
(2012, 4, '2018-09-27 17:58:46', '0000-00-00 00:00:00', 'Last week, senior designer Jonathon Jones was one of six NYC designers to participate in Shutterstock\'s Pixels of Fury live design battle. The competition was fierce: Participants had just 20 minutes to create a brand from scratch for a local brewery.\r\nCheck out the recap <a href=\"http://www.shutterstock.com/blog/designing-beer-labels-in-20-minutes-a-recap-of-pixels-of-fury-nyc?customer_ID=&amp;campaign_ID=shutters.10147705&amp;launch_ID=10084905\">here</a>.\r\n\r\nWe had a blast supporting our CBX teammate. Go team Double J!', 'Pixels of Fury: Team Double J', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2012', 0, 'thinking', '', 0),
(2013, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'Aloha-logo_lg_8', '', 'inherit', 'open', 'closed', '', 'aloha-logo_lg_8', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1644, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha-logo_lg_8.jpg', 0, 'attachment', 'image/jpeg', 0),
(2014, 4, '2014-10-17 20:33:27', '2014-10-17 20:33:27', '<strong>Innovators Are Pushing the Envelope With Elevated Foodservice, Sleek Architecture, Savvy Brand Partnerships and More, Say Experts From CBX and Insight</strong>\r\nToday\'s convenience stores face growing pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at brand agency and retail design consultancy CBX, and Dan Munford, Managing Director of U.K.-based convenience and petroleum retail strategy specialists Insight.\r\n\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\nThose changes, Bona added, extend well beyond the fallout from the rise of ecommerce. \"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nIn Europe and the United States alike, a growing number of c-store chains now aim to accomplish this by offering dramatically improved food offerings, often in sumptuous settings relative to the c-stores of the past, Munford said. According to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing increasingly sophisticated store designs centered on higher-quality food, Bona said. \"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64% -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nHowever, the trick is not just to offer higher-quality food, but also to elevate the overall customer experience. \"Coffee shops in the U.K., for example, are booming, not because consumers are drinking more coffee, but because they fill a \'social venue\' gap in society -- one that used to be met by pubs,\" Bona said. \"Today\'s c-stores have the opportunity to do the same thing.\"\r\n\r\nAdding to the pressure is the reality that brick-and-mortar retail in general is becoming more disciplined, articulate and differentiated, largely in response to ecommerce. In this context, c-stores that fail to innovate are at risk of falling behind. \"What are you doing to become more differentiated?\" Bona asked the audience. \"What improvements are you making in the area of customer service? Through innovation, you can actually transcend old perceptions of what convenience means and forge a new paradigm.\"\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating rapidly changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\nWith respect to foodservice, Bona and Munford noted, a central issue facing the industry is whether to develop their own foodservice brands or to engage in brand partnerships. \"In Europe, two of the most interesting partnership models to date are the Euro Garages \'convenience malls\' and the \'brand implant\' model being developed by Tesco,\" Munford related. \"The Euro Garages are essentially a branded partner offer. Picture a hip-looking, corrugated building alongside the road, with the likes of Starbucks Coffee or Subway inside.\"\r\n\r\nEuro Garages has already rolled out hundreds of these locations, Munford said. For its part, Tesco has partnered with foodservice brands such as Harris &amp; Hoole, Giraffe Cafe, Euphorium and Fred\'s to good effect. \"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nIn the conclusion to the presentation, Bona summed up the takeaway from these trends. \"In the old days, people went to c-stores simply because they were easy to shop,\" he said. \"Today, they\'re looking for something more. They want a pleasant environment, high-quality food, convenient locations, and, yes, good deals. The challenge moving forward is to exceed these rising expectations on all fronts.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/c-stores-must-raise-their-game?\" target=\"_blank\">CSPnet</a>\r\n<a href=\"http://www.cstoredecisions.com/2014/10/17/c-stores-evolving-among-rising-expectations/\" target=\"_blank\">C Store Decisions</a>\r\n<a href=\"http://www.carwash.com/articles/print/90212-consumer-expectations-new-competition-pressure-c-stores-to-evolve\" target=\"_blank\">Carwash.com</a>\r\n<a href=\"http://www.individual.com/storyrss.php?story=197480877&amp;hash=899553d87de314186db4145412bef97b\" target=\"_blank\">Individual</a>', 'C-Stores Are Evolving Quickly Amid Rising Expectations, Experts Say', '', 'publish', 'open', 'open', '', 'c-stores-are-evolving-quickly-amid-rising-expectations-experts-say', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/c-stores-are-evolving-quickly-amid-rising-expectations-experts-say', 0, 'thinking', '', 0),
(2015, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'petrochina_logo', '', 'inherit', 'open', 'closed', '', 'petrochina_logo', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1645, 'http://cbx.cappendev.com/app/uploads/2018/09/petrochina_logo.jpg', 0, 'attachment', 'image/jpeg', 0),
(2016, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22', '', 'inherit', 'open', 'closed', '', 'poland-pkn-orlen-enters-to-wind-energy-market-22', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1646, 'http://cbx.cappendev.com/app/uploads/2018/09/Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22.jpg', 0, 'attachment', 'image/jpeg', 0),
(2017, 4, '2014-10-22 16:29:29', '2014-10-22 16:29:29', 'Smart retailers are using design and technology to attract and influence the newest generation of buyers.\r\nRetail store presentation is radically evolving. The traditional planning of store designs to appeal to the now-retiring Baby Boomers has given way to the influx of new buyers: Millennials. These customers, who have become the dominant force in retail, see, think, behave and buy differently than previous generations. Accordingly, owners and managers have to plan their stores, merchandise displays and, most importantly, interact with customers in new ways if they expect to grow their business.\r\n\r\nWhile marketing to Millennials includes technology outreach such as cell phones and social media, experiential marketing inside stores is also important. While providing shoppers with an environment that is sophisticated, attractive and friendly, presentation and attention to detail are critical.\r\n\r\n<strong>Millennial Impact</strong>\r\n\r\nMillennials have become a dominant buying force. A 2014 study by Accenture described them as \"a trillion-dollar demographic\" that has transformed shopping. Accenture\'s study put the number of Millennials in the United States at 80 million and estimated their annual domestic spending at $600 billion. \"If retailers want to give Millennials the seamless experience they have come to expect, they must radically change the way they operate,\" the study warned. Agencies helping stores transition from traditional marketing agree. \"You need to connect on some level because there has to be engagement,\" says Christina Papale, vice president of strategy for CBX, a New York-based brand agency.\r\n\r\nNot surprisingly, this demographic group stays on top of prices and promotions, usually through cell phones and/or social media. Respondents to the survey said that real-time product availability impacts their choice of where they will spend. Other business analysts believe a non-traditional store environment is necessary to entice Millennials.\r\n\r\nRetailers from the big boxes to smaller convenience outlets are catching on. Sheetz Inc., a chain of gas station/convenience stores, initiated computerized sandwich orders inside its facilities well before the practice became widespread.\r\n\r\nThe Millennial impact is evident as newly conceived designs make their way into the marketplace. Convenience is particularly important to Millennials who are coming to buy a specific product they\'ve researched via cell phone. Sometimes, that product is food. Perhaps that explains the rationale behind Target\'s debut of its first Target Express store near the University of Minnesota. The location is only 20,000 square feet and is stocked with food (we are talking about college students), electronics and includes a pharmacy and beauty department. The store contains touchscreens for buyers to access special discounts. Walmart has opened its first Express store in Arkansas. These are more signs of growing change in retail outreach.\r\n\r\nConvenience stores are beginning to rethink their layouts because of these trends, according to Michael Lawshe, president and chief executive officer of Paragon Solutions in Fort Worth, Texas. His firm has suggested moving refrigeration and food service to the middle of convenience stories. \"Food service should be the biggest growing thing in the store,\" Lawshe says.\r\n\r\n<strong>Millennial Expectations</strong>\r\nWhat is it that they want? Don\'t discount the \"cool factor.\" The Accenture study and others like it confirm that the store can be just as important as the products. Consider the now ever-present \"beer cave. \"When first introduced, it was a welcome alternative: to routinely stocked shelves because it had become a destination. Lawshe thinks the concept should expand. \"Millennials don\'t want the cave to be just a dark corner because they want an experience,\" he said.\r\n\r\nMany Millennials are green-oriented. They are likely to take note of energy inefficiency and talk about it on social media. Energy-efficient LED lighting is not subtle for these very aware people; it\'s a requirement. Surveys show that Millennials pay close attention to business\' envirorunental footprints. Execution of sensory and conceptual stimulation must occur within a technological framework that resonates with buyers.\r\n\r\nHere is where many retailers are lagging. For them, change is a very slow process, and that can be costly. The longer it takes to change, the more likely these consumers and their purchasing power will go elsewhere. \"You have to know your audience and understand what is important in their lives,\" Papale says. One way to expedite the process is to partner with design vendors during the planning process. Vendor expertise can provide a number of cost-efficient choices when they are most needed - before installation and not after when changes tend to be more costly.\r\n\r\n<strong>New alternatives and choice</strong>\r\nEvolving technology that appeals to Millennials - and those significantly older - has changed everything from cases to lighting. There is, for example, the intelligent sealed-glass door with an embedded, translucent LCD panel. Within this new casing design is a media player with wireless connectivity, capable of delivering content to the door, allowing consumers easy product information access. Another alternative is LED lighting. LEDs aren\'t new, but marketers have found that varying lighting colors ranks high in the Millennials\' sensory attraction. Retailers are also advised to remember the point about destinations. It worked for beer caves and can have the same impact for other products.\r\n\r\nAnother new design revelation is the ability to change merchandise at different times of the day. Specially designed shelving for a minimal staff enables the retailer to change and re-set the product mix as needed based upon the popularity of certain products at various hours.\r\n\r\nTechnology is inherent with Millennials, so it makes sense for retailers to take advantage of sophisticated high-tech tools that will appeal to their lifestyles. Those tools should be part and parcel of the design of retail operations. Energy-efficient cases, lighting and specialized destinations eliminate clutter and influence consumer behavior during a visit, especially at the point of sale.\r\n\r\nThe latest wave of technological options resonates with a buying public that wants the cool factor and more. At a time when it is so difficult to get messages across to people because of the plethora of communication and message outlets, designs that attract and relate through technology send a clear signal that the retailer understands its Millennial customers. This is a strategy that can help ensure the growth of a loyal customer base. products.\r\n\r\nRead the full article in Retail-Merchandiser, September/October 2014 issue', 'Marketing to Millennials', '', 'publish', 'open', 'open', '', 'marketing-to-millennials', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/marketing-to-millennials', 0, 'thinking', '', 0),
(2018, 0, '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 'ecuador-gas-prices-primax', '', 'inherit', 'open', 'closed', '', 'ecuador-gas-prices-primax', '', '', '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 1647, 'http://cbx.cappendev.com/app/uploads/2018/09/ecuador-gas-prices-primax.jpg', 0, 'attachment', 'image/jpeg', 0),
(2019, 4, '2014-10-23 15:39:55', '2014-10-23 15:39:55', 'CBX reported that modern convenience stores face pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at CBX, and Dan Munford, Managing Director of Insight.\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\n\"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nAccording to a release from the company, in Europe and the United States alike, a number of c-store chains now aim to accomplish this by supplying food offerings, often in sumptuous settings relative to the c-stores of the past\r\n\r\nAccording to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing store designs centered on higher-quality food, Bona said.\r\n\r\n\"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64 percent -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\n\"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nRead the full article <a href=\"http://www.individual.com/storyrss.php?story=197480877&amp;hash=899553d87de314186db4145412bef97b\" target=\"_blank\">here</a>.', 'CBX President and Insight Managing Director Present at NACS Show', '', 'publish', 'open', 'open', '', 'cbx-president-and-insight-managing-director-present-at-nacs-show', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-president-and-insight-managing-director-present-at-nacs-show', 0, 'thinking', '', 0),
(2020, 4, '2014-10-28 16:01:13', '2014-10-28 16:01:13', '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', '', 'publish', 'open', 'open', '', 'amway-hair-care-debuts-new-look', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amway-hair-care-debuts-new-look', 0, 'thinking', '', 0),
(2021, 0, '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 'TOPAZ2_canopy', '', 'inherit', 'open', 'closed', '', 'topaz2_canopy', '', '', '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 1648, 'http://cbx.cappendev.com/app/uploads/2018/09/TOPAZ2_canopy.jpg', 0, 'attachment', 'image/jpeg', 0),
(2022, 4, '2014-10-28 16:33:52', '2014-10-28 16:33:52', 'Veteran designer Joseph Bona believes grocers need to reinvent their stores. As technology transforms multi-channel retail into hyper-channel \"always-on\" retailing, chains must emotionally connect with consumers like never before, he says.\r\nHe presented his views in a recent speech at EuroShop, the global trade fair in Dusseldorf, Germany, where he urged retailers to rethink the function of their brick-and-mortar stores.\r\n\r\n\"Emotion plus theatrics equals experience;\' says Bona, president, branded environments for CBX, a New York-based retail design consultancy and brand agency. \"Story-telling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions.\r\nUltimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.\'\r\n\r\nToday\'s \"always-on\" environment is not restricted to people buying whatever they want using their phones and tablets. It also means they can use GPSand cloud-enabled tools to find the very best retail experiences available wherever they happen to be, Bona says.\r\n\r\n\"Physical stores can no longer be what they used to be-namely, distributors of other people\'s goods at reasonable prices in convenient locations;\' he adds. \"They must offer sights, sounds, tastes, touch, and emotion-3D experiences that 2D can\'t achieve.\'\r\n\r\nBona points to Trader Joe\'s and Wegmans as retailers using design to create a sense of adventure and discovery. He says they are not just resellers of other branded products, but are destinations dedicated to providing truly unique and memorable experiences.\r\n\r\n\"They encourage you to browse, touch, feel and see what\'s new and on display;\' Bona says. \"They make shopping fun and engaging.\'\r\n\r\nHe says grocers should bring some of the excitement of food TV to stores or add tasting stations, growler bars and restaurants in new or remodeled stores.\r\n\r\n\"Overall, retailers need to push the envelope and keep asking one basic question: \'How do you maintain a pillar of affection and human touch while there\'s a simultaneous shift to increasing human interaction with technology?\" says Bona.\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Emotional shopping', '', 'publish', 'open', 'open', '', 'emotional-shopping', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/emotional-shopping', 0, 'thinking', '', 0);
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(2023, 4, '2014-10-28 17:51:09', '2014-10-28 17:51:09', '<strong>Grocers are designing stores to meet the needs of today\'s omnichannel shopper.</strong>\r\nFor the longest time, the traditional grocery store has flourished as one of the pillars of both small towns and big cities across the country. It has been more than the source of provisions for families. The supermarket has anchored shopping centers and often served as a social gathering place and sponsor of community events.\r\n\r\nWhile many of those functions endure, there is a growing consensus across the food industry that grocery stores must redesign and reinvent themselves to relate to today\'s omnichannel consumers who want a seamless shopping experience through all available channels-from the traditional bricks-and-mortar store to smartphones, tablets and computers.\r\n\r\nMost of all, grocery stores must blend the digital world with the physical store while incorporating more design elements that offer sights, sounds and touch as well as emotional experiences. This transformation extends beyond digital add-ons such as online grocery shopping.\r\n\r\nMichael Harris, managing partner of Match Shop Lab, a shopper marketing agency with offices across North America, says stores need to be reconceived to be sensorial environments as opposed to just efficient distributors of products. He expects to see a massive reduction in nondescript pre-packaged items and an increase in unique, perishable and emotionally driven products and categories.\r\n\r\n\"Grocers who fail to merge the digital and physical worlds will watch their sales erode as more consumers use digital channels to research and buy;\' says Steve Cole, CMO of Gladson, a Lisle, Ill.-based provider of syndicated product images and information and category management services. \"The way consumers will use digital for shopping in the next few years will change drastically. This includes what products consumers will buy in store versus what products will be purchased online. With items such as paper products and toiletries hanging in the balance, e-tailers and traditional grocers will battle for the sales of these high-margin items.\'\r\n\r\nJuan Perez, president and CEO of ADUSA, a Hoffman Estates, IlL-based provider of self-service systems for grocery stores, provides a glimpse of what happens in the evolving supermarket: An office worker receives a coupon on her smartphone for a sandwich that is on special at a local supermarket. She uses the omni channel fresh foods selforder app on her smartphone to order the sandwich and schedule a pick-up time during her lunch break. While in the store to pick up her sandwich, she decides to use a self-order app on a convenient in-store kiosk to place an order for a party tray she will pick up over the weekend. She then also decides to print her shopping list and pick up a few items she had added to that list the previous day while at home.\r\n\r\nNot futuristic enough? Here is how Eran Sharon, vice president of product management for YCD Multimedia, based in New York, envisions such a grocery store: The use of audio-visual media is an integral part of the shopping environment. The buying process combines messaging to the client during her visit to the store to strengthen the brand and assist in her decision making, as well as to entertain and make the visit an enjoyable experience.\r\n\r\nAudio-visual displays are located in various areas of the store, such as delicatessen, meat and bakery. Displays are also installed at the points-of-sale and in aisles; that is, in areas that offer an opportunity to high-impact advertising and impulse purchasing. Stores create a digital multimedia ecosystem that includes regular screens, video walls, kiosks and interactive applications, using tablets. Customers experience content ranging from entertainment, advertising and promotion to brand video and tablet-based resources. QR codes extend digital signage beyond the boundaries of screens and video walls into mobile devices. They remind shoppers of offers and coupons by exact location according to GPS. Shoppers then share this adventure with their friends on Facebook and Twitter.\r\n\r\n<strong>DOING DIGITAL</strong>\r\nSound far-fetched? Not so much, since many these digital elements are entertaining and informing shoppers in two leading supermarket and hypermarket chains in Istanbul, Turkey: Migros and Macrocenter. YCN is negotiating with a major supermarket chain in the U.S. for a similar installation.\r\n\r\nMeanwhile, Westside Market, a family-owned and operated chain of neighborhood stores in New York, will be opening a new location equipped with new technologies. Shoppers there will be able to connect to Wi-Fi via smartphones and tablets. Technology will create faster checkout counters and an app will enable customers to learn about specials and products sold at the store while shopping.\r\n\r\n\"At this time, the areas in which digital and physical most logically intersect are in tracking consumers\' purchasing activity and pushing individualized content based on past purchasing behavior;\'says Joseph Bona, president, Branded Environments for CBX, the New York based retail design consultancy and brand agency. \"This could include weekly specials, shopping list management, menu/ingredient ideas for a family of two, four or more, introduction of new products and recipes and a host of other specifically targeted service offerings. Additionally, linking health and nutritional information with eating habits may provide more meaningful connections other than offering a list of packaged commodities online.\r\n\r\n\"Chain drug stores are adding health advisors armed with digital tablets as a way of elevating personalized service levels in-store;\' he adds. \"Likewise, supermarkets could add a nutrition advisor or a meal ambassador with an iPad as a way of elevating in-store engagement. Why do customers always need to go through a checkout lane? As successfully done in other retail sectors, can\'t roaming clerks check you out with a portable scanner if you\'re just picking up tonight\'s meal of five items or less?.\"\r\n\r\nCole agrees that the key consideration when implementing technologies that bridge digital and physical worlds is to enhance the shopper\'s buying journey, not complicate it. For starters, he says grocers should understand how digital technologies can best support their shoppers\' current habits.\r\n\r\n\"This can lead to introducing mobile apps for recipes and shopping lists, weekly circulars available on digital platforms and digital coupons;\' says Cole. \"For retailers looking ahead to futuristic technology, Apple\'s iBeacon is an example of technology that hopes to blend in-store and digital realms. iBeacon, and other in-store location devices, push offers to shoppers\' smartphones based on both the store they are in and, crucially, their location within the store:\' ·currently, the technology is being tested by Giant Eagle and Safeway.\r\n\r\nIn the fresh foods departments of grocery stores, Perez says well-placed self-ordering kiosks, attractive digital menu boards, and digital queue management systems can make shopper traffic flow smoothly, and web/mobile ordering apps give consumers all of the tools they need to engage the supermarket on their terms. \"After all, that\'s the power of the omni-channel;\' he says.\r\n\r\nSo much focus is centered on what is happening in the digital world that it is easy to forget that the physical world is still what offers us the best way to interact with brands, products and services. Supermarkets are selling an experience, not just products, says Cole. Leading grocers are accomplishing this with instore design elements such as kitchens for culinary workshops, ask-the-expert stations, elaborate food sampling displays and other features that engage the shoppers\' senses.\r\n\r\n\"In the uber-connected, myriad product world, shoppers need more from retailers than the ability to quickly, efficiently and cost effectively purchase the items on their list;\' says Harris, adding they increasingly will be able to do that from the comfort of their armchair. \"The tone needs to be authentic and natural, conjuring in the mind of shoppers real people toiling to grow and harvest their food. Other design elements would be those that break up the monotony of aisles and fridges- an artisan cheese maker, a local farmers market, an aspiring chef from a local culinary school.\'\r\n\r\nDesigner Juan Romero takes it one step further. The president and CEO of api( + ), based in Tampa, Fla., says stores can leverage welldesigned and maintained environments by sharing images through omni-channel efforts and encouraging social media activity.\r\n\r\n\"Images of grocery store interiors are rarely used in promotional efforts;\' he says, \"but they can be a draw for customers who choose their shopping destination based on environment. Images are especially compelling for consumers who have not yet shopped the store.\r\n\r\n\"Well-designed environments can encourage social media activity, which creates buzz and brings in more shoppers:\' he adds. \"Social media users frequently check in and share \'selfies\' with their social media networks when they visit unique or beautiful restaurants. There is no reason a grocery store can\'t also leverage this free third-party promotion. To boost in-store social media use, retailers need to become destinations that consumers want to talk about, and they must create photo opportunities, which can be done via design. Retailers can also promote social media shares by providing loyalty program incentives for photo shares, check-ins and tweets.\'\r\n\r\nLiz Crawford, vice president of strategy and insights for Match ShopLab, presents a creative and radical way that grocery stores will be redesigned. She says that \"grocerants\" will be the new norm. A grocerant is a store that combined a supermarket and a restaurant. The key here is that most \"grocers\" will no longer sell .\"ingredients\" such as flour or cake mix, but will sell prepared food for consumption within a few days. Cooking itself will become the purview of the hobbyist, as real culinary skills and time become scarcer. She lists two megatrends that support this prediction:\r\n\r\n• Consumers are urbanizing. The Brookings Institute reports that large American cities are growing faster than the suburbs for the first time in almost a century. That is important because city dwellers use prepared foods to a greater extent than ingredients, and they do not have the storage or cooking facilities that their suburban counterparts do.\r\n• Demographics are changing. There are more single adults now than ever before. In 1960, 60% of adults 18 - 29 were married, according to the Pew Research Center-a fact tank focusing on attitudes and trends shaping America-today only 20% are. In 1970, over 72% of all adults were married; today that number is 50%. And, as a rule, single adults do not cook as much as families or even couples do. Finally, Millennials do not have the same cooking skills as previous generations did.\r\n\r\n\"So, taken holistically, the picture is changing;\' she says. \"Shoppers will increasingly look for prepared foods to heat-and-eat during the week. Grocerants will fill the need.\'\r\n\r\nAt the same time, she says restaurant design will influence supermarkets. From themed restaurants such as Tex-Mex to broad-appeal, low-cost diners, grocers selling prepared foods will adapt new designs to sell their goods.\r\n\r\n\"There may be a convergence of some popular restaurant chains with grocers to create a new format for grocerY:\' she says. \"Imagine Applebee\'s and Kroger joining forces to sell prepared foods to go in mid-size cities throughout the Midwest. Maybe the shopper could pick up nonfoods while in the store, such as personal care items. It would neither be a typical grocery store, nor a typical restaurant, like today. It would be a re-invention to fill the needs of a new generation.\'\r\n\r\nAnother grocery format that Crawford envisions is the nearly completely self-serve food warehouse. This selfserve retailer will resemble \"automated retail\" without much human interaction at all. Instead of relying on people to work, it will rely on digital technology for product information, ordering and payment.\r\n\r\n\"I believe the era of self-service retail is close; she says. \"This may serve a certain cost-conscious segment of the population, while grocerants may serve a more affluent segment. Will there be retail experiences in between? Sure, but what\'s different is that those traditional stores may not dominate the food retail landscape in 15 years.\'\r\n\r\nDespite such far-flung formats of the future and the growing technological wizardry of today, success often comes down to people. Jeff Weidauer, vice president of marketing and strategy for Vestcom, a Little Rock, Ark.-based provider of shelf-edge marketing solutions, says that a major element in the brick-and-mortar store experience is the availability of knowledgeable sales people who can help shoppers.\r\n\r\n\"In a world that is focused on labor cost reduction, the use of technology can help, but live people are still necessary to engage with shoppers and provide advice and support:\' he says. \"Brick-and-mortar stores have a major opportunity as online continues to grow, but connecting the virtual and real worlds requires dedication, investment, and, most of all, a willingness to look at the entire shopping trip holistically to see where technology makes sense and where it doesn\'t.\'\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Retail reinvented', '', 'publish', 'open', 'open', '', 'retail-reinvented', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-reinvented', 0, 'thinking', '', 0),
(2024, 0, '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 'AsstTapas-1-copy', '', 'inherit', 'open', 'closed', '', 'assttapas-1-copy', '', '', '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 1649, 'http://cbx.cappendev.com/app/uploads/2018/09/AsstTapas-1-copy.jpg', 0, 'attachment', 'image/jpeg', 0),
(2025, 4, '2014-10-29 20:23:43', '2014-10-29 20:23:43', '<strong>Project:</strong> Duty-free shops, Muhammed V International Airport, Casablanca<strong>Design:</strong> CBX\r\n<strong>Completion:</strong> Spring 2104 (phase 1), Summer 2014 (phase 2)\r\n<strong>Size:</strong> 9,967 sf\r\n<strong>Retailer:</strong> IDFS\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches,these duty-free shops give shoppers one last look at Morocco as they leave the country. Luxury purchases of perfume, wines, chocolates, and other international items become souvenirs of their stay in an exotic and storied locale.\r\n\r\nSeparate shopping areas (all owned by IDFS, Morocco’s oldest duty-free retailer) give the feel of shops in a bazaar, while architectural touches such as stylized courtyards and arches recreate the feel of traditional Moroccan homes or “riads.” Rendered in a modern style accessible to the most international taste, the stores feature a color pallet based on the local landscape: desert colors for the floors, rich ivory and sea blue for the accents.\r\n\r\nLED lighting shows off the products to best advantage while large, warm pendant lights bring the scale down to human size and further recall local architecture. Overhead signs identify departments while internally illuminated display towers highlight logos of designer brands.\r\n\r\nThe first two stages of the fast-track project were completed in May and June. The third, a handbag shop, will be finished later this year.\r\n\r\nRead the full article <a href=\"http://insights.retailenvironments.org/portfolio/idfs/\" target=\"_blank\">here</a>.', 'Local inspiration', '', 'publish', 'open', 'open', '', 'local-inspiration', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/local-inspiration', 0, 'thinking', '', 0),
(2026, 0, '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 'DUANEREADE9_brewyork1-632x420', '', 'inherit', 'open', 'closed', '', 'duanereade9_brewyork1-632x420', '', '', '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 1651, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE9_brewyork1-632x420.jpg', 0, 'attachment', 'image/jpeg', 0),
(2027, 4, '2014-11-05 17:24:48', '2014-11-05 17:24:48', 'By Sandra Creamer\r\nI’m a strong believer in the notion that brands – whether you’re talking about products or companies – should be “single-minded” about who they are. But what about social media, programmatic media buys and the proliferation of touch points created by the trend toward omni-channel marketing? Don’t you need to sacrifice the brevity and clarity of a single, overarching idea if you are to have any hope of coping with the complexity of today’s media environment? Not at all. The key is to take a more nuanced view of the challenge.\r\n\r\nFor starters, single-minded doesn’t mean a single benefit. Plenty of longstanding and popular brands tout their multifaceted upsides (see the popularity of “all-in-one” or “3-in-one” statements, etc.). At the same time, however, all of these brands can explain themselves with clear, simple words or a single, straightforward phrase. This enables them to stay focused whether the channel is TV, print, packaging, store displays or digital media. After all, competing for the attention of today’s multi-tasking, time-pressed, driven-to-distraction consumers requires nothing if not brevity and clarity. Effective marketing necessitates well-chosen language. And yet a great many clients still ask for the “kitchen-sink concept.” They seem to believe that appealing to a broad audience means explicitly stating everything you can think of about the brand’s upside. It’s very tempting, but according to experts, this approach always tests poorly with consumers; they get confused and don’t take away anything at all.\r\n\r\nCompanies like P&amp;G practically mandate that communication strategies have one idea that gets played out across all touch points to reinforce the main reason consumers should or will want to buy the product (they do a lot of testing to get there). Mega brand Tide launched Pods to great fanfare with a functional description on pack: “detergent + stain remover + brightener.” It’s an example of the 3-in-1 approach delivered in the context of a single-minded focus. Likewise, lucky number 7 appears across categories in P&amp;G products, including newer products like Pantene Age Defy, which “fights the 7 signs,” and Total Effects, which was one of the first brands to kick off the multiple benefit idea with 7-in-1 anti-aging. A third P&amp;G brand, Crest, relies on a modified approach: The new Sensi-Stop Strips have a simplified set of claims and benefits: 1 strip, 10 minutes, up to 1 month of protection. Lastly, Cover Girl, a P&amp;G color cosmetic brand, launched Lip Perfection lip color a couple of years ago with the marketing line “softer lips in 7 days.” To this day, Cover Girl continues to use the copy “create soft, smooth, beautiful lips in just 7 days” (there’s that 7 again). Imagine how easy it is to use this communication message across all touch points.\r\n\r\nWhat you see in the examples above is what I call “choicefulness,” applied at the brand level. But choicefulness also lives at a deeper level – in the brand’s DNA. While it is possible to be single-minded and still have broad appeal, this does not mean the brand should, in its earliest stages of development, be designed for the masses. Who hasn’t heard a marketing executive say “Well, we want to appeal to everyone.” We know. But how you get there is a different consideration. The Apple iPod, Starbucks and Target brands were not designed with everyone in mind. Eventually the crowds came, but at the beginning, more than likely each brand had an “aspirational design target” – a hypothetical composite person – in mind for the design. It makes sense that industry insiders believe that Apple engineers designed their products for themselves. It’s impossible to imagine that “Joe the Plumber” could have inspired Apple, high-end coffee or Target’s accessible high-end design idea. But what these brands did embrace was the principle of choicefulness – conveying multiple benefits without sacrificing the clarity of a single, overarching idea.\r\n\r\nThere are many reasons why corporate and individual brands don’t automatically apply the principle of choicefulness. First, it’s counterintuitive and paradoxical to believe successfully appealing to a broad market means designing for a non-majority. Second, it feels too simplistic, warranting defensive cries of “but we’re a large complex business/brand/offering.” In reality, neither complexity nor size actually matters. Just look at GE (“imagination at work”) and IBM (“smarter planet”). Another perceived barrier: that being choiceful will somehow “limit our future options.” And yet consumers don’t miss a beat when brands modify themselves over time. Amazon used to describe itself as “a retail bookseller that provides instant access to over 1.1 million books.” Today, Amazon “seeks to be Earth’s most customer-centric company.” This is definitive, memorable and clear.\r\n\r\nIf you are not choiceful in your strategy and design, you’ll have difficulty aligning on a whole host of branding tactics: including naming, messaging and design, to name a few. And it will be much more difficult to have a unique and ownable point of view across all touch points. But it certainly doesn’t have to be that way.\r\n\r\nRead the full article <a href=\"http://www.cpgmatters.com/Viewpoints1114.html\" target=\"_blank\">here</a>.', 'Should Brands Be Single-Minded in a Multi-Touch-Point World?', '', 'publish', 'open', 'open', '', 'should-brands-be-single-minded-in-a-multi-touch-point-world', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/should-brands-be-single-minded-in-a-multi-touch-point-world', 0, 'thinking', '', 0),
(2028, 4, '2014-11-08 18:02:55', '2014-11-08 18:02:55', '<strong>The story:</strong> Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique haircare portfolio — with award-winning structural packaging and graphics created by leading global brand agency CBX, which specializes in corporate identity, consumer branding and retail. Amway is one of the world’s dominate direct selling businesses, founded in 1959 by entrepreneurs Rich DeVos and Jay Van Andel, and based in Ada, Michigan, U.S.\r\n<strong>The challenge:</strong> The project — which took top design honors in the haircare 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, says 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 both global research as well as input from a team of Amway regional affiliates.\r\n\r\nThe solution: 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 renewed and 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\n“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,” Lipman explains. “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 haircare category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman notes.\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.\r\n\r\n“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 says. “The ergonomics of the feminine shape also create 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.\r\n\r\n“Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concludes. “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,” explains Maud Pansing, 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.”\r\n\r\n1. The brand moved away from its previous stouter structures in favor of slimmer, streamlined packaging. Research and testing proved consumers were partial to a simple, sleek design that feels comfortable in hand.\r\n2. The “q” in Satinique mimics the rejuvenating drop’s shape that sits with the brand mark.\r\n3. Rich jewel tones and metallic touches grace the new bottles and coordinate the cleansers and conditioners. The new color palette gives the products a fresh, revitalized look.\r\n\r\nRead the full article <a href=\"http://www.brandpackaging.com/articles/print/84890-good-grooming-haircare-line-debuts-polished-new-look\" target=\"_blank\">here</a>.', 'Good Grooming: Haircare Line Debuts Polished New Look', '', 'publish', 'open', 'open', '', 'good-grooming-haircare-line-debuts-polished-new-look', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/good-grooming-haircare-line-debuts-polished-new-look', 0, 'thinking', '', 0),
(2029, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'BP1012_PlasticSurgery_Img1_I', '', 'inherit', 'open', 'closed', '', 'bp1012_plasticsurgery_img1_i', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1652, 'http://cbx.cappendev.com/app/uploads/2018/09/BP1012_PlasticSurgery_Img1_I.jpg', 0, 'attachment', 'image/jpeg', 0),
(2030, 4, '2014-10-29 22:10:45', '2014-10-29 22:10:45', 'By Todd Maute\r\nCommitment can be a sticking point when it comes to retailers and their private label brands. After all, making a serious commitment usually requires a willingness to sacrifice and take risks—and that can be scary.\r\n\r\nTrue commitment also needs to be multidimensional. In retail, this involves fully supporting the brand, not just at shelf, but also within the broader context of the store and through the full gamut of available advertising, marketing and branding channels. Yes, the shelf is (and will continue to be) extremely important. But if merchandise amounts to, say, 80 percent of what consumers see in the store, what about the other 20 percent of that multi-sensorial customer experience? If a retailer has a clearly tepid commitment to their private label, it is hard for consumers to be passionate about the products. What has the retailer done with its signage, décor, graphics, color schemes or even olfactory environment to reinforce its private label brands? How many touch points inside or outside the store offer cues that reinforce the carefully selected attributes of that private label line?\r\n\r\nWhen retailers do take the plunge and fully commit their resources to a portfolio of private label brands, they are often surprised by the way this “multiplier effect” yields a host of benefits. From a branding standpoint, they often discover that it is much easier to tell a consistent story if you commit to presenting your private label narrative in the store, in your circulars, online and at shelf. They also find that “owning” particular categories can become quite doable—and profitable—whenever you fully commit. To be sure, this is easier for private label–dominant retailers like Trader Joe’s, ALDI or Body Shop, all of which see their stores as blank canvases for their private label merchandising and branding strategies. Unlike typical mass-market grocers—where private label accounts for just 10 percent or so of the 40,000 SKUs—these chains are never forced to make tough choices about whether to commit square footage to a national brand in exchange for cash.\r\n\r\nNonetheless, plenty of retailers have managed to make strong commitments to private label even as they carry lots of national brands. The Home Depot, for one, puts heavy emphasis on the Behr portfolio, its exclusive private label paint partner, while also selling a whole host of name brand options. The Home Depot supports Behr by spending money on sumptuous, visually engaging advertisements that, in in turn drives traffic to the store. Stroll into the paint department at The Home Depot, and it is clear that Behr owns the category. This took commitment. National brands would pay good money for the perks now enjoyed by Behr, but The Home Depot continues to be faithful to its private label partner. There is even a mobile app geared toward fans of Behr paints. Along the same lines, Ace Hardware was committed enough to its Clark &amp; Kensington paint brand that it redesigned certain stores to better show off the line.\r\n\r\nThese approaches are about investing in product innovation and understanding the broader context in which the private label brand lives, not just the appearance at shelf. To that end, it is important to think about how people actually shop the store. The centrality of the paint department at The Home Depot is no accident—it is meant to be a visual showpiece with bright colors and an interactive paint-mixing counter.\r\n\r\nEven smaller gifts to the brand can yield dividends. That could mean putting more thought and creativity into end cap presentations (glance at the end caps at Trader Joe’s and you might just see some of the same products featured in the chain’s latest Fearless Flyer) or making sure your product demonstrations are a rich, brand-reinforcing experience (Costco’s Kirkland Signature line is a case in point).\r\n\r\nBut these connections can be subtle, too. If a national grocery chain were to launch a new line of natural products geared toward Baby Boomers, it could certainly take a traditional approach by mailing out coupons. A more subtle alternative, however, would be to produce a health-oriented magazine that happens to reinforce the brand attributes of that line, perhaps with no more than a tasteful mention or two of the new products. This would be a long-term strategy—again, a reflection of commitment to concept.\r\n\r\nThe point is to think in terms of touch points, which extend from the circular at the kitchen table, to the in-store experience, to the point of purchase, and even to the sight of the store in the rearview mirror. At Fairway Markets, the multiplicity of experiences creates positive private label brand associations almost through sheer osmosis. Fairway takes pride in carrying or importing new and delicious foods. It bills itself as “the only market to roast hand-selected coffee beans of the highest quality on premises” and boasts of “a selection that all other grocery stores are absolutely envious of.” Hyperbolic? Maybe. But there is theater in this, too. The unspoken message is that, if you find a product in Fairway, it is likely to be worthwhile. This gives Fairway’s private label brands a head start when it comes to winning credibility with consumers.\r\n\r\nSo retailers, you need to think about the importance of commitment and avoid being myopic and overly focused on the package at shelf. Context counts. Don’t be afraid to take the plunge.\r\n\r\nRead the full article <a href=\"http://www.privatelabelbuyer.com/articles/87922-take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits\" target=\"_blank\">here</a>.', 'Take the Plunge: Fully Commit to Private Brands and Reap the Benefits', '', 'publish', 'open', 'open', '', 'take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits', 0, 'thinking', '', 0),
(2031, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2', '', 'inherit', 'open', 'closed', '', 'adflow-digital-signage-rolls-out-across-600-wawa-stores-_2', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1653, 'http://cbx.cappendev.com/app/uploads/2018/09/ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2.jpg', 0, 'attachment', 'image/jpeg', 0),
(2032, 4, '2014-11-17 20:03:52', '2014-11-17 20:03:52', 'A handful of kids got a taste of retail branding in the recent creation of the ultimate lemonade stand at a busy Manhattan plaza, thanks to two A.R.E. members based in the area. Brand agency CBX worked with a team of 9- to 12-year-olds for two months to develop the concept, while Big Apple Visual Group manufactured and built the stand. The project was organized by 826NYC, an organization fostering creative writing skills in under-resourced students.\r\n“Having the students plan with the professionals at CBX, execute, and then interact with the general public … will have a profound effect on these young people,” said 826NYC Founder Dave Eggers.\r\n\r\nThe students worked side-by-side with the CBX creative team on the business name and design of the logo, stand, signage, product packaging, and uniforms. The 10-ft.-by-20-ft. stand resembled “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” replete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage.\r\n\r\nCBX sought “to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, managing partner of CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.”\r\n\r\n“Sweet ’n Sour Chillville” was open for eight hours at Broadway and 23rd Street on a warm August day. Staffed with 11 students, it sold 3,000 bottles of Lemon826 Sweet ’n Sour Lemon Twist, raising nearly $3,000 for the Brooklyn-based nonprofit. A video and signage about 826NYC helped students discuss their experiences as part of the group’s after-school programs with the public.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” said Joshua Mandelbaum, executive director of 826NYC.\r\n\r\nCBX provides pro bono branding services to the organization, and Lipman said the agency plans to continue working with the group. “I’m proud that CBX was able to make a difference in these kids’ lives. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place,” Lipman said.\r\n\r\nRead the full article <a href=\"http://www.retailenvironments-digital.org/retailenvironments-insider/20141112?sub_id=0elUNLAPDf0D#pg52http://\" target=\"_blank\">here</a>.', 'Pint-size Retail', '', 'publish', 'open', 'open', '', 'pint-size-retail', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/pint-size-retail', 0, 'thinking', '', 0),
(2033, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'PHILADELPHIA-CREAM-CHEESE-large570', '', 'inherit', 'open', 'closed', '', 'philadelphia-cream-cheese-large570', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1654, 'http://cbx.cappendev.com/app/uploads/2018/09/PHILADELPHIA-CREAM-CHEESE-large570.jpg', 0, 'attachment', 'image/jpeg', 0),
(2034, 4, '2014-11-14 15:30:32', '2014-11-14 15:30:32', 'Senior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\nTwo national retail branding consultants who had no role in Price Chopper\'s decision to change its name to \'Market 32 by Price Chopper\' both question the reference to \'32,\' but one was more critical than the other about the supermarket chain\'s new title.\r\n\r\n\"The name they chose boggles my mind,\" said Laura Ries, co-owner of Ries &amp; Ries in Georgia, a consulting firm whose recent clients include Ford, Doritos and Samsung. \"They have not completely dropped \'Price Chopper.\' They\'ve made it longer and more confusing. They\'ve added terms that people aren\'t going to really completely understand.\"\r\n\r\nShe added: \"It\'s easier to remember Price Chopper than it is Market 32. I think they\'re going in the wrong direction. In fact, it\'s a weaker name. Price Chopper is a stronger name, it\'s just not the position they want to own.\"\r\n\r\nRies has never been to a Price Chopper, nor had she heard of the brand prior to being contacted by the Albany Business Review. She said the Market 32 name doesn\'t communicate a specific identity or what the chain provides to customers.\r\n\r\n\"In the supermarket business, you\'ve got Whole Foods at the high end, Walmart at the low end, and everyone else fighting in that mushy middle. You have to really think hard, and, we say, narrow the focus to build a brand and then pick a name that\'s unique and memorable.\"\r\n\r\nAnother retail consultant, Joseph Bona, said the \'32\' -- which references 1932, the year the company was founded by brothers Ben and Bill Golub -- \"seems a little esoteric.\"\r\n\r\n\"Do people even know or care that\'s when the brothers started the company?\" said Bona, regional division president at CBX, a New York City firm that has done work for Dr. Scholl\'s, Snapple, Wrangler and others.\r\n\r\nBona, however, wasn\'t dismissive of the new name, saying the consultants who worked with the supermarket chain on the rebranding \"did their homework and based it on some foundational knowledge of the existing base.\"\r\n\r\nMona Golub, spokeswoman of The Golub Corp. in Schenectady, New York, owner of Price Chopper, issued this statement when asked to respond to criticisms from branding consultants:\r\n\r\n\"How can a consultant from outside of the area, who hasn\'t visited our stores, doesn\'t know our current brand architecture, essence, voice, and personality, and didn\'t receive information about the extensive modernization plan that prompted the name change, possibly render an opinion about it?\"\r\n\r\nSenior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\n\r\nThe new name is part of a $300 million-plus strategy that will include renovations and upgrade s to half of the 135 stores over the next five years. The remaining stores will also be converted, a process that could take eight to nine years, officials have said.\r\n\r\nThere have been plenty of opinions voiced about the rebranding since it was announced earlier this week, something that company officials fully expected after more than 40 years of using the Price Chopper name. Jerry Golub, president and CEO, is hosting a live Facebook chat today to answer questions and further explain the changes.\r\n\r\nMona Golub declined a request to speak directly with the consultants who worked on the rebranding. The firm, Watt, has offices in Toronto and China and has done brand development for large supermarket chains Safeway and A&amp;P and many other companies including Home Depot and Hallmark.\r\n\r\nGolub officials have said they worked for about two years on the rebranding, a process that included extensive customer research and consideration of numerous names before settling on Market 32 by Price Chopper. The \'by Price Chopper\' will be dropped after officials believe customers have become accustomed to the new name.\r\n\r\n\"The 100,000-plus customers whose insight guided our process are thrilled that we\'re investing in improving their stores and creating a more modern shopping experience,\" Mona Golub said. \"And many more have expressed their enthusiasm since we made the announcement. We\'re gratified by the passion our customers feel about our current brand and confident that when they see the transformation and experience Market 32, the name will define itself.\"\r\n\r\nRead the full article <a href=\"http://www.bizjournals.com/albany/morning_call/2014/11/national-branding-experts-question-price-choppers.html\" target=\"_blank\">here</a>.', 'National branding experts question Price Chopper\'s new name', '', 'publish', 'open', 'open', '', 'national-branding-experts-question-price-choppers-new-name', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/national-branding-experts-question-price-choppers-new-name', 0, 'thinking', '', 0),
(2035, 0, '2018-09-27 16:53:05', '2018-09-27 16:53:05', '', '4390389419_10c0e00250_z', '', 'inherit', 'open', 'closed', '', '4390389419_10c0e00250_z', '', '', '2018-09-27 16:53:05', '2018-09-27 16:53:05', '', 1655, 'http://cbx.cappendev.com/app/uploads/2018/09/4390389419_10c0e00250_z.jpg', 0, 'attachment', 'image/jpeg', 0),
(2036, 4, '2014-11-25 18:21:55', '2014-11-25 18:21:55', 'By David Weinberger\r\nAs consumer expectations continue to evolve, brick and mortar retailers are elevating experience. Clearly. They are not only fighting for your attention and your dollars. They’re also fighting for your stomach.\r\n\r\nRetailers understand that they have to offer more than just goods and services in order to thrive. Consumers are perfectly comfortable skipping trips to the store, and ordering online has become common behavior. To combat this, some <a href=\"http://smartblogs.com/tag/food-retail/\" target=\"_blank\">retailers</a> are adding entertainment value as a means to draw <a href=\"http://smartblogs.com/tag/consumer-trends/\" target=\"_blank\">consumers </a>in. Increasingly, however, retailers are adding some form of strategic foodservice in order to attract and retain customers and keep them satisfied. What’s that old saying about a way to a man’s heart?\r\n\r\nThere are three reasons to add <a href=\"http://smartblogs.com/tag/foodservice/\" target=\"_blank\">foodservice</a> to a store:\r\n\r\n<strong>1. To increase foot traffic</strong>\r\n\r\nSeems obvious, but foodservice can give customers a reason to walk in, and a reason to stay longer. <a href=\"http://www.barnesandnoble.com/\" target=\"_blank\">Barnes &amp; Noble Cafes</a> featuring <a href=\"http://www.starbucks.com/\" target=\"_blank\">Starbucks</a> beverages are a great example. Teaming with a branded partner can make a lot of sense and give people a reason to come to you. With coffee in hand, customers are more likely to browse the store and make a purchase.\r\n\r\n<strong>2. To create incremental revenue</strong>\r\n\r\nCreating this new source of revenue is possible if you are really in tune with your customers and understand their shopping habits. <a href=\"http://www.equinox.com/\" target=\"_blank\">Equinox</a> fitness clubs recognized that after a workout, many gym-goers immediately grab lunch or a smoothie. Instead of sending them on their way to find nourishment off the premises, Equinox leases space to operators who deliver healthy, high-protein options right in the club. They’ve made a conscious decision to not take on the job in-house. They are sticking with what they know — fitness — and making money from the third party. Whether being led by an in-house team or a third-party vendor, it’s the consumer who benefits.\r\n\r\n<strong>3. To extend visit time</strong>\r\n\r\nThis means keeping customers in the store longer and spending more money, which can be done in several ways. You could argue that the Barnes &amp; Noble Cafe does this during quick shopping sprees, but let’s also look at longer trips. Large department stores such as <a href=\"http://shop.nordstrom.com/\" target=\"_blank\">Nordstrom</a> and <a href=\"http://www.selfridges.com/\" target=\"_blank\">Selfridges</a> are adding integrated dining experiences to offer opportunities to break up the shopping day and keep people on-site rather than go out for lunch (and potentially not come back). Extending in-store time can also come from offering a diversion to family members of your customers. Retailers like <a href=\"http://www.pepboys.com/\" target=\"_blank\">Pep Boys</a> have recently added lounges to their new stores. And <a href=\"http://www.mybobs.com/\" target=\"_blank\">Bob’s Discount Furniture</a> has a complementary cafe with coffee, ice cream, cookies and candy. In this case, parents have more time to browse for living room sets while Bob’s is keeping the kids from jumping on the couches.\r\n\r\nBefore taking on any foodservice offer, you must also realize that ancillary issues will arise, and there are elements of the new offer that you must be aware of. You now have new electrical and refrigeration needs, health and safety issues. Spoilage and sanitation. Layout. Operations. Ventilation. Look at your bathrooms — consumers won’t trust you for anything food related if you don’t have clean bathrooms. Operationally, do you think you can handle it? Just keep in mind — there is risk here.\r\n\r\nSo should every <a href=\"http://smartblogs.com/tag/retailer/\" target=\"_blank\">retailer </a>clear out a few hundred square feet of merchandise and set up a restaurant? You better understand your customer first. Knowing exactly who they are through a customer segmentation study is key. Understanding what they are looking for and what they are open to is also vital. It may take some research and help to really understand what customers are doing immediately before and after they walk into your store. However this type of research can help determine whether foodservice will be a success or failure.\r\n\r\nIf all of your ducks are in order, try a pilot location and see how it goes. Are your employees able to handle it? Are consumers responding? Be honest with yourself and don’t bite off more than you can chew. If you can’t get drip coffee right, don’t bother with shrimp scampi.\r\n\r\nRead the full article <a href=\"http://smartblogs.com/food-and-beverage/2014/11/25/how-to-make-foodservice-a-success/\" target=\"_blank\">here</a>.', '3 Reasons to add Foodservice to a Store, and How to Make it a Success', '', 'publish', 'open', 'open', '', '3-reasons-to-add-foodservice-to-a-store-and-how-to-make-it-a-success', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/3-reasons-to-add-foodservice-to-a-store-and-how-to-make-it-a-success', 0, 'thinking', '', 0);
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(2037, 4, '2014-11-25 20:30:27', '2014-11-25 20:30:27', 'By Gregg S. Lipman\r\nThe running joke in the retail world is that the battle to entice shoppers with heavy discounts starts earlier each year. It\'s no longer a matter of deep discounting on Black Friday, or even Hurry-Up-and-Finish-Your-Turkey-So-We-Can-Start-Shopping Thursday. In fact, a recent Google survey finds that half of all shoppers start scouting for deals before Thanksgiving -- 26 percent of them even start before Halloween. Retailers are more and more extending Black Friday-like discounts through at least the entire month of November.\r\n\r\nWho doesn\'t love a deal? David Ogilvy wasn\'t a big fan, or at least he wasn\'t very keen on brands partaking in them. \"Any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand,\" the late advertising legend said at a New York City luncheon in 1986.\r\n\r\nBut here we are, already into the holiday season, a time of family gatherings, peppermint lattes and deliriously deep discounting. But beware marketers: From a brand equity perspective the implications of \"discount creep\" on brands should not be overlooked. Discounting will give retailers a short-term advantage over competitors, but it can come with perhaps unforeseen consequences.\r\n\r\nTruth: Leading with low prices cheapens your brand. Sure, people will rush out to buy your product, prompting a spike in sales. But at the same time, customers will be so focused on price they will lose sight of the intrinsic value in paying full retail price.\r\n\r\nThe biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story. \"On sale\": Are those the words you want instantly popping in heads when consumers think about your product? Maybe they\'ll think, \"I\'ll wait to buy, it\'ll be on sale again in two weeks\", or they\'ll wait for that time of year when your category is in discount land. And how \'bout everyone\'s favorite: \"BOGO\"?! As Entrepreneur\'s Dan Kennedy and Jason Marrs explain in the The Dark Side of Discounts: \"When you offer a discount, you are taking the focus from the value you provide and placing it squarely on your price. There is no way to escape that.\" And even after the sale ends, the customer will continue to evaluate your product in terms of price instead of centering his attention on a more enticing benefit.\r\n\r\nWhen selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit. The more scientists understand about human behavior, the more they understand that basic motivational forces, based on primal desires and fears, determine our actions. What makes branding a powerful tool is the way it uses the psychology of images, words, colors, fonts and patterns to fill a product with value that transcends rational calculations. Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth? Does it foster feelings of belonging, worth and well-being? Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\r\n\r\nAs discounting has become more prevalent, many have forgotten that making a sale should not be about discounts and concessions that devalue your brand. Instead, it is a challenge to create more demand within your target audience to inspire purchase at the posted price. Ogilvy was a master at creating an insatiable demand for his client\'s products, making everything he sold a must-have, from Hathaway shirts to Rolls Royce.\r\n\r\nWhat consumers demand from brand is not unlike what they expect from a good friend -- to show empathy and kinship, to engage on a deeply personal level. A good friend plays an active role in your life. A good friend is fascinated by what you have to say, makes your moments better, your experiences more interesting and helps gear your creativity into overdrive. The guy who does none of these things but offers to pay for your beer -- that\'s an acquaintance. And at some point when the tides change you\'ll think, \"Hey, wasn\'t that the guy who used to buy me beers but now doesn\'t (a la JC Penney circa 2012)? Screw that guy!\"\r\n\r\nGranted, luxury brands (real or perceived) have a better shot at defending their price position. Let\'s give credit to a brand like Perrier, the French mineral water. The now iconic green teardrop-shaped bottle, the chic logo, their 24-year-old status as the \"official bubble\" of the French Open -- has all reinforced the brand\'s personality: Elegant, glamorous and oh so French.\r\n\r\nLike many brands, Perrier is looking to expand its consumer set. Perrier could of course entice new natural mineral water sippers through discounting. Perhaps a social media campaign that offers a taste of the elegant life through a buy two get one free deal. Now they could try addressing a new audience by putting on an ultra hip façade. Such a move would not jibe with Perrier\'s identity as a stalwart of class, unapologetically cool and timeless, and would come off like Charlie Rose eating tacos with Justin Bieber on the street in Brooklyn. Discounting and tactical pandering result in brand dilution, and losing your brand\'s identity is one-way ticket to irrelevancy.\r\n\r\nSo what does a brand like Perrier do? They go deep in their ethos and find fresh ways to elevate the brand and keep it relevant. Recently, Perrier teamed up with contemporary artists on limited-edition series of Perrier bottles, including Agnès B, Sophia Wood, Paul &amp; Joe and burlesque beauty Dita Von Teese. The stylish designs add to the Perrier narrative, with just the right amount of sex appeal and chic glamour without losing any of the sophistication. \"The newsprint pattern of the Paparazzi décor beautifully reveal Dita\'s vintage sensuality and underline the legendary pleasure experienced with each sip of Perrier,\" the water giant said in a press release. Newsprint pattern, paparazzi décor, right brain emotions -- and right on brand.\r\n\r\nIn addition to the limited-edition bottles, brand initiatives such as Societe Perrier, a series of high-end lifestyle sites devoted to \"what\'s hot around the world\" in nightlife and culture, reinforce the core identity of elegance while providing an added value -- being a fashionable, sexy and in-the-know friend. By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling one billion units in 2013 in over 140 countries.\r\n\r\nIn a world where a CEO\'s life expectancy averages well under five years and brand marketers are measured by short-term financial results, the seductiveness of selling out to sell more is hard to resist. For a long-term strategy, consider striving for the things that create brand value. Otherwise it becomes a race to zero. And that\'s no way to spend the holidays.\r\n\r\nRead the full article <a href=\"%20http://www.huffingtonpost.com/gregg-s-lipman/time-to-rethink-discount-mentality_b_6212232.html\" target=\"_blank\">here</a>.', 'The Race to Zero: Time to Rethink \'Discount\' Mentality', '', 'publish', 'open', 'open', '', 'the-race-to-zero-time-to-rethink-discount-mentality', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-race-to-zero-time-to-rethink-discount-mentality', 0, 'thinking', '', 0),
(2038, 0, '2018-09-27 16:53:06', '2018-09-27 16:53:06', '', 'ND091012_storeinterior', '', 'inherit', 'open', 'closed', '', 'nd091012_storeinterior', '', '', '2018-09-27 16:53:06', '2018-09-27 16:53:06', '', 1656, 'http://cbx.cappendev.com/app/uploads/2018/09/ND091012_storeinterior.jpg', 0, 'attachment', 'image/jpeg', 0),
(2039, 4, '2014-12-01 16:10:20', '2014-12-01 16:10:20', 'By Satoru Wakeshima\r\nWe\'ve all seen the movie: ugly duckling struggles to fit in, until one day she takes off her glasses, gets a makeover and presto, she\'s transformed into the beautiful swan she was always meant to be. She’s turning heads as she walks down the hallway, and now the cool kid is asking her to the prom (cue music).\r\n<p style=\"text-align: left;\"><strong>BRANDS DON\'T HAVE PROMS</strong>\r\nBut like the ugly duckling, many brands could use a transformation. Far too many brands are neglected and left to languish in a perpetual state of blah. Or even worse: their managers continue to invest time, budget and resources in a message that\'s taking them down the wrong path.  Before a brand can arrive at the makeover moment, they must overcome a few common pitfalls that lead to being neglected.</p>\r\n<img class=\"size-thumbnail wp-image-8662 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_1-150x150.jpeg\" alt=\"Brand Transformation_1\" width=\"150\" height=\"150\" /><strong>OH, HOW YOU\'VE CHANGED</strong>\r\nMost brands started with something unique that made them relevant: a product, a successful advertising campaign, or even a catchy jingle. But that uniqueness has a finite lifespan - brands lose relevancy over time because of changes in market dynamics, human behavior and culture. As the world changes, so must brands.\r\n\r\nOnce upon a time, Twinkies were packed in lunch boxes across America and moms had no qualms about giving their kids these fat-laden, sugary treat with enough preservatives to remain “fresh” indefinitely. Over decades, eating habits and the acceptability of such products changed, and Twinkies didn’t just become irrelevant, they became taboo. “Twinkies” have become synonymous with \"bad for you\". When the public found out about the potential death of the Twinkie, the outcry wasn\'t about the product; what they feared losing was the brand.\r\n\r\n<img class=\"size-thumbnail wp-image-8663 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_2-150x150.jpg\" alt=\"Brand Transformation_2\" width=\"150\" height=\"150\" /><strong>CONSUMERS NEED A REASON TO ENGAGE WITH YOUR BRAND.</strong>\r\nIn the visual equity research we do, an astounding number of consumers have difficulty discerning between the current and past expressions of the brand.  If they haven\'t engaged with the brand in a meaningful way recently, they default to their own memories. Whether that memory is relevant…or not.\r\n\r\nThe world is flat… and so is your category. In some instances, people have changed, but the category norms have become so established by category leaders that there’s little room for change – so all the brands say the same things in similar ways.  In these situations, the brands that break the molds, succeed. They defy category norms and let go of their \"equities\" to create a new future.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_3.jpg\"><img class=\"size-thumbnail wp-image-8664 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_3-150x150.jpg\" alt=\"Brand Transformation_3\" width=\"150\" height=\"150\" /></a><strong>MONEY MAKES THE WORLD GO \'ROUND</strong>\r\nIn every organization with multiple brands, there are \"A list\" brands that get all the attention and marketing budgets, and then there are the \"B list\" brands that… well, don’t. That just means the brands with smaller budgets need to work all that much harder to get noticed. But the brands that have smaller marketing budgets are usually the ones who don\'t change much.  The logic is \"if we can\'t support the change, we should stay close to what we currently have\". And that can work for a brand that\'s doing well - for now. But stay the same course too long and people will simply stop noticing you.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_4.jpg\"><img class=\"size-thumbnail wp-image-8665 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_4-150x150.jpg\" alt=\"Brand Transformation_4\" width=\"150\" height=\"150\" /></a><strong>WHAT HAVE YOU GOT TO LOSE?</strong>\r\nMaybe everything. Being radical could save your brand, and turning around steadily declining sales require radical thinking. Even if a brand\'s equity once held great value, consumers want brands to have a distinct voice that speaks to them right now - a brand\'s equities aren\'t precious to them if they aren\'t even relevant.\r\nSo herein lies the conundrum: Undergo a radical brand change and you risk losing your current core customers. Change too little and you risk becoming irrelevant.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_5.jpeg\"><img class=\"size-thumbnail wp-image-8666 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_5-150x150.jpeg\" alt=\"Brand Transformation_5\" width=\"150\" height=\"150\" /></a><strong>CHANGE HAPPENS FAST</strong>\r\nConsumer acceptance for change is greater now, more than ever, simply because the rate at which we are exposed to new things, including brands, has grown exponentially. Yes, people will continue to want their favorite brands to remain true to the image they know and love. But marketers of brands that aren\'t category leaders should be more willing to take risks and make bolder changes if for no other reason than to get noticed in a growing world of brands consumers encounter every day. In most instances, the opportunities outweigh the risks.\r\n\r\nSo, if you find yourself managing a brand that’s struggling to hold onto it\'s faded glory, consider the following: I encourage you to take the risk and enact radical change. Get new clothes, throw away your glasses for contact lenses and transform into a beautiful swan - because the truth is you\'ve had it within you all along.\r\n\r\nRead the full article <a href=\"%20http://www.thedieline.com/blog/2014/11/23/brand-transformation-what-have-you-got-to-lose?utm_content=bufferb6162&amp;utm_medium=social&amp;utm_source=twitter.com&amp;utm_campaign=buffer\" target=\"_blank\">here</a>.', 'Brand Transformation: What Have You Got to Lose?', '', 'publish', 'open', 'open', '', 'brand-transformation-what-have-you-got-to-lose', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-transformation-what-have-you-got-to-lose', 0, 'thinking', '', 0),
(2040, 4, '2014-12-03 16:06:13', '2014-12-03 16:06:13', '<strong>Despite the Mounting Pressure to Discount in Order to Make a Sale, Marketers Must Beware of Cheapening Their Brand Permanently in The eyes of the Consumer, CBX Executive Writes</strong>\r\nAlthough deep discounting can give retailers a short-term edge over their rivals, from a brand equity standpoint, relying solely on lower prices can have unforeseen consequences, writes Gregg Lipman, Managing Partner at brand agency and retail design consultancy CBX, in a guest commentary that appeared November 25 in the Business section of the Huffington Post.\r\n\r\nIn the column, titled, \"The Race to Zero: Time to Rethink \'Discount\' Mentality,\" Lipman contends that allowing a brand to become subject to \"discount creep\" will ultimately cheapen it by training customers to focus exclusively on price rather than the brand\'s intrinsic value. \"The biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story,\" warns the veteran brand marketer. \"When selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit.\"\r\n\r\nLipman points out that the power of branding resides in the way it uses the psychology of images, words, colors, patterns and fonts to create a value that transcends rational calculations. \"Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth?\" he asks. \"Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\"\r\n\r\nIn a retail environment increasingly characterized by competition on price alone, it is easy to forget that a sales strategy should not rely exclusively on discounts and concessions that ultimately devalue a brand. Rather, Lipman argues, the challenge is to create more demand for the product. The executive evokes the message of legendary advertising exec David Ogilvy, who declared in 1986: \"any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand.\"\r\n\r\nAnd in fact, Lipman goes on, consumers look for more from brands than just a bargain. He likens the relationship of consumer and brand to friendship, describing it as engagement on a deep, personal level. Like a good friend, a brand can play an active role in one\'s life.\r\n\r\nLipman concedes that luxury brands have an easier path in defending and justifying their price position. He points to a campaign by natural mineral water brand Perrier to refresh its identity and attract new customers -- without resorting to discounts or adopting a new, ultra hip image. Under the campaign, the company teamed up with contemporary artists on limited-edition series of Perrier bottles. \"By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling 1 billion units in 2013 in over 140 countries,\" he notes.\r\n\r\nThat kind of approach is not, however, restricted to high-end brands. And despite the pressure on them to produce impressive short-term financial results, Lipman urges brand marketers to resist selling out. \"For a long-term strategy, consider striving for the things that create brand value,\" he concludes, \"Otherwise it becomes a race to zero.\"\r\n\r\nThe full article is available <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/time-to-rethink-discount-mentality_b_6212232.html\" target=\"_blank\">here.</a>', 'Focusing on Discounting Can Dilute Brand Equity, Warns Lipman', '', 'publish', 'open', 'open', '', 'focusing-on-discounting-can-dilute-brand-equity-warns-lipman', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/focusing-on-discounting-can-dilute-brand-equity-warns-lipman', 0, 'thinking', '', 0),
(2041, 1, '2014-12-08 20:20:26', '2014-12-08 20:20:26', '<strong>As the Baby Boomer population grows, brands relevant to their demographic use youthful packaging that highlights health and wellness, without emphasizing age.</strong>\r\nIn early September, Apple introduced the highly anticipated Apple Watch. Naturally, the world was buzzing with the news, but what exactly is the defining difference? The Apple Watch helps consumers manage their health, which is of particular interest to aging populations like Baby Boomers. Even disruptive brands like Apple are seeing value in expanding their target audience to include Baby Boomers, in addition to Millennials. With its youthful ad campaigns and cutting-edge products, Apple doesn’t feel like a Boomer-centric brand, but it does make consumers of all ages feel cool and intentionally included in their tribe.\r\n\r\nIt is estimated that from 2010 to 2050, those aged 65 and older in developed regions will grow from 197 million people to 337 million people. And with people living longer, older generations are trying to hold on to their youth and vitality longer than ever before. How many times have you heard a 60-year-old say, “I feel like I’m 35”? It’s no surprise then that this generation is concerned with things like maintaining their appearance—hence the success of brands like “Not Your Daughter’s Jeans,” which applies youthful styles to older body types, and Eyebobs, a line of fashion-forward reading glasses that offers products called Peckerhead, Geek Girl, and Style Guy with designs reminiscent of Warby Parker.\r\n\r\nThis is proof that Baby Boomers are trying to stay on top of trends even as they enter their so-called “twilight years” (a phrase, by the way, that you’re unlikely to hear uttered by a Baby Boomer). This consumer segment is looking for brands that will help them take care of themselves and better their lives, without constantly reminding them that they aren’t actually as young as they think they are.\r\n\r\nPackaging is a strategic tool that brands can use to connect with this audience. After all, this demographic still likes to touch actual products (as opposed to younger generations, who are more comfortable with online shopping), and the right visuals and copy can nab these consumers right there in the aisle. Whether a brand is trying to appear more youthful, reinventing a product commonly associated with aging, or subtly conveying that they just happen to tackle the issues that are relevant to this age group, there are a variety of ways to go about reaching this growing audience of older consumers.\r\n\r\nFollowing are a few strategies that are proving successful in garnering brand loyalty from this target.\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/poise_hourglass_moderate1.png\"><img class=\"size-thumbnail wp-image-8685 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/poise_hourglass_moderate1-150x150.png\" alt=\"poise_hourglass_moderate1\" width=\"150\" height=\"150\" /></a>Be modern and relevant</strong>\r\nLet’s face it: None of us is excited by the prospect of purchasing incontinence products. But in all likelihood, we’ll have to—so why should we feel embarrassed about it? Brands like Poise are doing their part to make their packaging more appealing to Baby Boomers. The new logo feels younger and more approachable than before. The pack is sleek and fresh, and uses bright, rich, youthful colors. It fits in right next to the pantyliners targeted at Millennials. The tone of voice is straightforward and inclusive. The graphics are feminine and approachable, clearly conveying the product’s purpose without suggesting a medical problem that comes with age.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/meta_edgefade_1.png\"><img class=\"size-thumbnail wp-image-8688 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/meta_edgefade_1-150x150.png\" alt=\"meta_edgefade_1\" width=\"150\" height=\"150\" /></a>Some market leaders, such as Metamucil, benefit from their longevity, but can also feel old and tired because they have been around for so long. In an effort to seem more relevant in today’s wellness era, Metamucil recently changed its packaging to highlight “Meta,” shifting its focus from a fiber additive to whole health. Now, Metamucil’s line up includes Metabiotic Probiotic Supplements, Meta Health Bars, Meta Fiber Wafers, Meta Fiber Capsules, and Meta Fiber Singles, in addition to their original Metamucil Powder. The new packaging clearly communicates the product’s health benefits, which are important for Boomers. With its bright, sunny colors and modern “Meta” font, this redesign feels totally of-the-moment and makes fiber a cross-generational product. People are even willing to keep it out on their countertop.\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/crest_2_edgefade.png\"><img class=\"size-medium wp-image-8687 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/crest_2_edgefade-300x85.png\" alt=\"crest_2_edgefade\" width=\"300\" height=\"85\" /></a>Bring them along</strong>\r\nWe’ve seen examples of brands modifying their packaging structure to accommodate consumer needs. Retailer Target developed easy-open prescription bottles, which influenced a trend stretching all the way to Maxwell House coffee’s EZ open grip. But we’ve noticed some less obvious adjustments too. Without calling attention to it, Arm &amp; Hammer has been slowly increasing the font size on their packaging to make the labels easier to read, therefore maturing with their consumers.\r\n\r\nIn addition, Crest is working on maintaining their broad-based appeal while also catering to the evolving needs of their older consumers…without making them feel old. The packaging for Crest Pro Health, a toothpaste geared toward these consumers, includes many familiar cues such as the Crest logo and blue background—so that it’s clearly still Crest—and adds a few distinctive touches to set it apart from the other blue tubes that are used by the rest of the family.\r\n<p style=\"text-align: left;\"><strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/1aday_edgefade.png\"><img class=\"alignright wp-image-8689 \" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/1aday_edgefade-178x300.png\" alt=\"1aday_edgefade\" width=\"122\" height=\"206\" /></a>Stage a role reversal</strong>\r\nLots of movies depict young kids fast-forwarding ahead to adulthood, à la “Big” and “13 Going on 30.” But what if you were 65 going on…5? That’s the way One A Day’s gummy vitamins, called VitaCraves, make Baby Boomers feel: Like they’re sneaking one of their grandkids’ gummy vitamins. Offered in several varieties, including Men’s, Women’s, Adult, and Immunity, the packaging features bright colors and illustrations of fruit that reflect the fun VitaCraves flavors. The gummy facet of the offering is called out in the same size font as the product name, without alluding to the fact that there’s anything childlike about them.</p>\r\nBrands realize they must find ways to connect with boomers or risk missing out on huge sales opportunities. Packaging is clearly a key vehicle for doing so, whether it makes products seem less stodgy, expands a brand’s essence, or retains familiarity with a new twist. Importantly, in doing so, brands must speak to boomers in their language— realizing that they think of themselves as still being in their 40s, rather than in their 60s, living full and active lives. They must know that certain products will help them deal with some effects of aging and new conditions and maladies, but they don’t want to be made to feel feeble. After all, this is the “Woodstock generation,” and they still rock and roll!\r\n\r\nThe full article is available <a href=\"http://www.packworld.com/package-design/strategy/ageless-and-timeless-packaging-boomers\" target=\"_blank\">here</a>.', 'Ageless and Timeless: Packaging for Boomers', '', 'publish', 'open', 'open', '', 'ageless-and-timeless-packaging-for-boomers', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/ageless-and-timeless-packaging-for-boomers', 0, 'thinking', '', 0),
(2042, 4, '2014-12-11 16:18:31', '2014-12-11 16:18:31', '<strong>New Design Gives A&amp;P\'s Popular America\'s Choice Brand a Cohesive, Visually Consistent Identity at the Shelf</strong>CBX, the brand agency and retail design consultancy based here, has been recognized by Store Brands magazine for the new packaging design it created for The Great Atlantic &amp; Pacific Tea Company\'s (A&amp;P) America\'s Choice brand. A&amp;P was named winner of the Redesigned Product Line award in the Packaging Design category as part of Store Brands\' fifth annual Innovation Awards program.\r\n\r\nAccording to CBX\'s entry, the America\'s Choice brand enjoyed a high level of recognition and trust for its quality and affordability among A&amp;P customers, but its visual presentation was disparate and inconsistent across different product categories, causing the brand identity to be lost at shelf.\r\n\r\nThe new design developed by CBX presents the America\'s Choice name in white against a bright red banner that is featured on all products in the line. \"The new look and feel captures the innocence and cheerfulness of the America\'s Choice brand and better connects with the consumer at an emotional level,\" the magazine noted. \"The new, consistent, dependable visual architecture, meanwhile, improves shopability and brand loyalty.\"\r\n\r\nCBX Partner Todd Maute added: \"The redesign created a visually consistent brand with a unique personality that is maintained throughout the store.\"', 'CBX Packaging Redesign for A&P Honored in Store Brands Magazine\'s Annual Innovation Awards', '', 'publish', 'open', 'open', '', 'cbx-packaging-redesign-for-ap-honored-in-store-brands-magazines-annual-innovation-awards', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-packaging-redesign-for-ap-honored-in-store-brands-magazines-annual-innovation-awards', 0, 'thinking', '', 0),
(2043, 4, '2014-12-11 18:11:57', '2014-12-11 18:11:57', '\"In naming this year’s Vertex Awards judging panel, we have expanded the international voice,” said Christopher Durham, founder of My Private Brand and Vice President of Private Brand, Theory House. “We have added judges from China, Canada and Japan to expand the global perspective of the judging panel.”\r\nDurham, and competition co-sponsor, Phillip Russo, Publisher, Global Retail Brands, searched out design luminaries from eight countries and tasked them with holding entrants to a higher standard for private brand design. “Every year we strive to bring together the creative dream team of packaging design. Several of last year’s winners agreed to come back this year as judges.\"\r\n\r\nClick <a href=\"http://mypbrand.com/2014/12/08/2014-vertex-awards-judging-panel-announced/\" target=\"_blank\">here</a> to see the judges for this year\'s competition.', '2014 Vertex  Awards Judging Panel Announced', '', 'publish', 'open', 'open', '', '2014-vertex-awards-judging-panel-announced', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/2014-vertex-awards-judging-panel-announced', 0, 'thinking', '', 0),
(2044, 0, '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 'SCOTTS_feature', '', 'inherit', 'open', 'closed', '', 'scotts_feature', '', '', '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 1657, 'http://cbx.cappendev.com/app/uploads/2018/09/SCOTTS_feature.jpg', 0, 'attachment', 'image/jpeg', 0),
(2045, 4, '2018-09-27 17:42:11', '0000-00-00 00:00:00', '<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', '', 'draft', 'open', 'open', '', 'chili-in-a-pouch-stands-out', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2045', 0, 'thinking', '', 0),
(2046, 0, '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 'Duane-Reade_UpMarket_D_Hires', '', 'inherit', 'open', 'closed', '', 'duane-reade_upmarket_d_hires', '', '', '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 1658, 'http://cbx.cappendev.com/app/uploads/2018/09/Duane-Reade_UpMarket_D_Hires.jpg', 0, 'attachment', 'image/jpeg', 0),
(2047, 1, '2015-01-08 21:17:40', '2015-01-08 21:17:40', 'Have you read any 2015 retail trend forecasts lately? Let’s face it, many so-called trends for the year ahead — the need to focus on things like mobile payment, customization, foodservice, smaller formats or millennial shoppers, to name a few — are at this point just the cost of doing business.\r\nYes, technology will be a part of retailing in 2015, just as it was in 2013 or, for that matter, 2010. These days, the story is more about real estate: As pressure on sales per square foot increases and retailers hunt for smaller footprints in higher-density areas, chains are getting increasingly creative. Some are even partnering with each other to compete. Here are four trends to watch for in the months ahead:\r\n\r\n<strong>Theme Park-ifying</strong>\r\nConsumers are shopping more often and making smaller trips. 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. Given the glut of empty big boxes in otherwise-healthy strip malls and shopping centers across the country, large-format seekers should look to New York and Chicago’s Eataly for inspiration. 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. 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, don’t be surprised to see retailers put their own spins on creative curation and theming. The likes of Babies “R” Us, for example, could take over a large-footprint and create an experience built around a theme such as “motherhood,” with a Babies “R” Us, a Starbucks, a Lululemon, a Massage Envy and a wine shop with open eating areas—all inside a vacant big-box store.\r\n\r\n<strong>Corner Grabbing</strong>\r\nHuge shifts that are underway in the rapidly consolidating gas and convenience industry, where big players are snapping up street corners to create land banks that give them the freedom to either develop the properties or keep them out of competitors’ hands. But as good street corners get scarce, this strategy will have to adjust.\r\n\r\nDrug stores have long had great dirt, but that business is booming, riding the wave of increased prescriptions and convenience items. Banks, by contrast, are ubiquitous and have set up shop over the last 50 years on some of the best corners out there. And yet consumers have fewer and fewer reasons to go to a branch. 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.\r\n\r\n<strong>Rebooting</strong>\r\nIt\'s hard to stay relevant today. Traditional brick and mortar stores have a more difficult time keeping up to date. Instead of slowly dying, look for some retailers to shut down, get out of their real estate commitments and reboot. Six months ago, 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 the proposal as well. Is this strategy high-risk? Sure. But it is potentially high reward as well. Indeed, a variety of retailers are likely to embrace similar approaches in the year ahead. My money is on Abercrombie &amp; Fitch and American Eagle Outfitters being next. However, rebooting won’t be confined to apparel retail: After shutting down more than eight months ago, specialty bookstore Rizzoli has a New York flagship opening in the spring.\r\n\r\n<strong>Side Selling</strong>\r\nRetail is all around us. You used to have to seek it out by going to the store or the mall. Now, retail drives down the street and also has set up shop in your phone. Look for this to ramp up even more. Retail is currently popping up in parks and other public spaces. We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers. More businesses, too, will open up their extra space for retail. Eventually, gyms that don’t have a vitamin shop, apparel store and juice bar will be seen as a thing of the past. In 2015, we could even see walls of merchandise from Walgreens or Rite Aid in high-traffic doctor\'s offices.\r\n\r\nI firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015. 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 article is available <a href=\"http://www.chainstoreage.com/article/four-2015-retail-trends-you-haven%E2%80%99t-already-heard-about\" target=\"_blank\">here</a>.\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Pages/default.aspx\" target=\"_blank\">NACS Online</a>', 'Four 2015 Retail Trends You Haven’t Already Heard About', '', 'publish', 'open', 'open', '', 'four-2015-retail-trends-you-havent-already-heard-about', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/four-2015-retail-trends-you-havent-already-heard-about', 0, 'thinking', '', 0),
(2048, 4, '2015-01-12 17:45:30', '2015-01-12 17:45:30', '<strong>Firm Wins Six Awards for Packaging, Environmental Graphics, Displays and Logos in Graphic Design USA\'s American Graphic Design Awards 2014</strong>\r\nCBX, the brand agency and retail design consultancy, was a big winner in the American Graphic Design Awards 2014, a 50-year-old national design competition conducted by the editors of Graphic Design USA.\r\n\r\nThe firm won a total of six awards in the contest for environmental graphics, packaging and other touch points created on behalf of a wide range of clients.\r\n\r\nIn the category of P-O-P, sign design, displays and environmental graphics, CBX won awards for the \'Super J\' P-O-P display it developed for ASICS footwear and for the environmental graphics it created for RadioShack\'s new Sundance, Texas store. The environmental graphics were part of the striking prototype designs CBX developed for the chain\'s new and remodeled stores.\r\n\r\nThe editors also recognized CBX for its packaging designs for Scotts Miracle-Gro\'s new Nature\'s Care product line as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nFinally, in the logo design category, CBX earned recognition for its work on behalf of Gamco Investors, a diversified global financial services company, and ReefGen, which sells premium ornamentals for aquariums.\r\n\r\nViewable online at gdusa.com, the Getty Images-sponsored contest honors outstanding new work of all kinds, including print, packaging, point-of-purchase, Internet, interactive and motion graphics. Entrants include advertising agencies, graphic design firms, publishing departments and others from across the country.\r\n\r\n\"As a firm of dedicated creatives who live and breathe our profession, we\'re extremely proud to receive this recognition,\" said Rick Barrack, Chief Creative Officer and co-founder of CBX.\r\n\r\nSee more <a href=\"http://gdusa.com/contests/agda14/winners/winner.php?i=5667\" target=\"_blank\">here</a>.\r\n\r\nAs seen in:\r\n<a href=\"http://www.brandpackaging.com/articles/print/84914-cbx-wins-six-american-graphic-design-awards\" target=\"_blank\">BrandPackaging</a>\r\n<a href=\"http://www.topix.com/arts/graphic-design/2015/01/cbx-wins-six-american-graphic-design-awards\" target=\"_blank\">Topix</a>\r\n<a href=\"http://vmsd.com/content/national-design-contest-honors-cbx-creativity-innovation\" target=\"_blank\">VMSD</a>', 'National Design Contest Honors CBX for Creativity, Innovation', '', 'publish', 'open', 'open', '', 'national-design-contest-honors-cbx-for-creativity-innovation', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/national-design-contest-honors-cbx-for-creativity-innovation', 0, 'thinking', '', 0),
(2049, 0, '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 'drupmarket', '', 'inherit', 'open', 'closed', '', 'drupmarket', '', '', '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 1659, 'http://cbx.cappendev.com/app/uploads/2018/09/drupmarket.jpg', 0, 'attachment', 'image/jpeg', 0),
(2050, 0, '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', '101', '', 'inherit', 'open', 'closed', '', '101-2', '', '', '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 1662, 'http://cbx.cappendev.com/app/uploads/2018/09/101.jpg', 0, 'attachment', 'image/jpeg', 0),
(2051, 4, '2015-01-12 18:21:59', '2015-01-12 18:21:59', '<strong>Fitness dance company Jazzercise has rebranded and updated its visual identity, with the aim of modernising the image of the dance style.</strong>\r\nThe revamped design of the brand includes bright colours and sharp lettering, focused on “intensity and results”, the company says. The branding is understood to have been created by CBX in New York.\r\n\r\nThe identity includes a new logo and brand mark, which Jazzercise founder and CEO Judi Sheppard Missett says reflects the brand’s new message – “You think you know us but you don’t” – incorporated to represent change in the company.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/NewLogo_Jazzercise.jpg\"><img class=\"alignleft wp-image-8747\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/NewLogo_Jazzercise.jpg\" alt=\"NewLogo_Jazzercise\" width=\"650\" height=\"241\" /></a>\r\n\r\n“Some people still think legwarmers and leotards when they hear Jazzercise, but we left the 80s behind a long time ago,” Missett says. “We’ve recharged our brand to reflect the edge, energy and intensity of our classes and to reach out to a new audience.”\r\n\r\nAlongside the new identity, Jazzercise has also updated its class portfolio, expanding their offering from four to five different dance classes.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/OldLogo_Jazzercise.jpg\"><img class=\"alignleft wp-image-8748\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/OldLogo_Jazzercise.jpg\" alt=\"OldLogo_Jazzercise\" width=\"650\" height=\"215\" /></a>\r\n\r\nThe 45-year-old dance style is a mixture of cardio and resistance training, Pilates, yoga and kickboxing. The company has more than 8,300 franchises in 32 countries worldwide.\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://www.designweek.co.uk/news/jazzercise-reveals-new-visual-identity/3039631.article?cmpid=dwnews_821696\" target=\"_blank\">here</a>.', 'Jazzercise Reveals New Visual Identity', '', 'publish', 'open', 'open', '', 'jazzercise-reveals-new-visual-identity', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jazzercise-reveals-new-visual-identity', 0, 'thinking', '', 0),
(2052, 0, '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 'hotcereal-pouch', '', 'inherit', 'open', 'closed', '', 'hotcereal-pouch', '', '', '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 1664, 'http://cbx.cappendev.com/app/uploads/2018/09/hotcereal-pouch.jpg', 0, 'attachment', 'image/jpeg', 0),
(2053, 4, '2015-01-08 18:42:55', '2015-01-08 18:42:55', 'In preparation for the judging of the annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nThe competition closes January 15th so <a href=\"http://www.vertexawards.org/\" target=\"_blank\"><span style=\"color: #000000;\">ENTER TODAY</span></a>.\r\n\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer &amp; Managing Partner, CBX New York, United States\r\n\r\n<strong>What was your first memory/experience of Private Brand?</strong>\r\nMy mom serving me Kroger’s Frosted Flakes.\r\n\r\n<strong>What does the future of retail owned brands look like?</strong>\r\nIn the future, I predict that “retail owned brands” will be hardly distinguishable from national brands. We’re seeing more and more that retailers are treating their owned brands as importantly as their national brand counterparts. Take Walgreens – this summer they created a TV ad to promote the Ology brand. Does that sound like a national brand move or what?\r\n\r\n<a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\"><img class=\"alignleft  wp-image-8751\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/WalgreenOlogy_Video.jpg\" alt=\"WalgreenOlogy_Video\" width=\"648\" height=\"360\" /></a>\r\n\r\n<strong>How important is strategy to the success of a Private Brand?</strong>\r\nStrategy is incredibly important – at CBX we like to say that without strategy, design is just a bunch of pretty pictures. But arguably even more important for a private brand to be successful is having commitment from the retailer. Not just at shelf, but also within the broader context of the store and through advertising, marketing and branding channels.\r\n\r\n<strong>What role should design play in solving retail problems?</strong>\r\nDesign is a tool that can make private label brands connect with their consumers on an emotional level – which is a huge hurdle to overcome. Once your brand has secured a loved place in your consumers’ hearts and minds, you’ll be one step closer to gaining brand loyalists – a goal for all retailers.\r\n\r\n<strong>What advice do you have for retailers trying to take their brands to the next level?</strong>\r\nCommit to your private brand and to telling the brand’s narrative consistently at all touch points. Try hero-ing your private label brands like The Home Depot heroes the Behr paint portfolio (from TV ads, to print marketing, to in-store displays, Behr is strongly and beautifully promoted). Or try investing in product demonstrations, or an industry-focused magazine that tastefully reinforces the brands you’re trying to push. Success in elevating your private brands takes hard work and commitment. But when done right, the rewards will pay off.\r\n\r\nThe full article is available <a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\">here</a>.', 'Questions with the Vertex Judges: Rick Barrack', '', 'publish', 'open', 'open', '', 'questions-with-the-vertex-judges-rick-barrack', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/questions-with-the-vertex-judges-rick-barrack', 0, 'thinking', '', 0);
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(2054, 4, '2015-01-14 19:05:39', '2015-01-14 19:05:39', 'Picture a steak — beautiful, medium-rare filet with grilled asparagus. Can you smell it? Now picture it on a paper plate on your desk as you read this. Not as appetizing? That steak will taste differently depending on where you are and how it’s presented.\r\nYour environment has an effect on how you perceive food — a huge effect. McDonald’s CEO Don Thompson explains, “If you have a restaurant that is appealing, contemporary and relevant from both the street and the interior, the food tastes better.”\r\n\r\nWith foodservice emerging as one of the biggest trends in convenience, many retailers are reexamining many aspects of their brand and business. The type of consumer we are targeting has changed to include females, families and Millennials. Chefs are being consulted and culinary trends are being analyzed. With a focus on food, internal capabilities such as health, operations and purchasing are being affected. What\'s not always obvious is that design plays a huge part in the success of a foodservice offering.\r\n\r\nDesign wasn\'t always critical. Convenience stores were a place to buy stuff: cokes, smokes, chips and lottery tickets. Stores needed to be clean and bright. In order to differentiate between other stores, over-the-top branding was used. You know, the “Xtreme Mountain Fountain Zone” type of thing.\r\n\r\nWell, times are changing. Convenience stores have long been moving away from highly disruptive graphics toward restaurant cues. Many top c-store chains compete with the Dunkin’s and quick-service restaurants (QSRs) of the world on a regular basis. Casey\'s pizzas, Wawa hoagies and Stripes’ Laredo tacos are all credible alternatives.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/Screen-Shot-2015-01-15-at-Thursday-January-15-2015-2.29.27-PM.png\"><img class=\"alignleft size-full wp-image-8755\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/Screen-Shot-2015-01-15-at-Thursday-January-15-2015-2.29.27-PM.png\" alt=\"Screen Shot 2015-01-15 at Thursday, January 15, 2015, 2.29.27 PM\" width=\"661\" height=\"182\" /></a>There are many ways to design for food and not every store has to be cookie-cutter to be successful. Neighbours, a concept designed for Petro-Canada more than 10 years ago, made waves in the convenience industry with a more restaurant-inspired look and feel.\r\n\r\nFormer senior director of foodservice at Petro-Canada Ed Burcher explains, \"We needed the guest to think ‘FOOD’ from the time they pulled into the parking lot to when they entered the store. The colors, textures and design had to reinforce the food purchase. We were able to do this and people thought of Neighbours as a restaurant and coffee shop, not a c-store. Our competition for the food occasion was Tim Horton\'s and McDonald’s, not other gas stations.”\r\n\r\nNeighbours’ exterior was made of stone, while dark, earthy colors covered the interior. The atmosphere was rounded out by specialty lighting, imported glass tile in the bathroom, a barista and an open kitchen with chef-inspired uniforms. In the first year, the first 10 stores sold more coffee than the rest of the network. Was the offer better? Of course it was. But it looked like a place to buy coffee, not a place to buy motor oil and toilet paper that happened to sell coffee.\r\n\r\nIt was a successful design that showcased food on a pedestal. This aesthetic has become an industry paradigm, borrowed and imitated for nearly a decade. But what\'s happened now is that everyone is chasing it and only looking inside the industry for design inspiration. We\'ve seen new stores across the nation from different convenience retailers sporting similar details. It makes you want to be in the stone, red awning and gooseneck lighting business.\r\n\r\nTo be with and even ahead of the times, you need to look inside and outside of the category. Where are people buying food? Grocery stores, drugstores and QSRs are only a few channels that have become competition.\r\n\r\nInterestingly, about two years ago, top QSRs started adapting a more European approach to design. McDonald’s, Wendy\'s and Burger King were all updated. Bold, solid colors, liberal use of wood and geometric architecture have all been seen in new store offerings. Inside, they are experimenting with multiple chair types and specialty lighting. They look like dining rooms, not bathrooms. (Look at your store to see if the flooring, lighting and wall colors are the same inside the bathroom as in the foodservice area. If they are, it might be time to reconsider.)\r\n\r\nFood presentation is also key. Even if you sell hot dogs, you have to be willing to overstock in order to show abundance and appetite appeal. You have to invest in foodservice. If you are set on waiting until the last hot dog is sold off the roller grill, then you should get out of the business. No one wants that last dog.\r\n\r\nA little food theater can go a long way. We are seeing more open kitchens, fresh produce areas and eye-catching equipment like the tap-style Unicorn soda dispenser from Lancer.\r\n\r\nCustomers will respond to your efforts. They will associate the design of your store with a place to come for fresh food and beverages. People eat with their eyes before they eat with their mouths. Design is an amazing thing. It lives. It evolves. It changes people\'s emotions. It comforts. It excites … and it sells food.\r\n\r\nThe full article is available <a href=\"%20http://www.csnews.com/product-categories/foodservice/designed-foodservice-success#sthash.R0DjrKIb.dpuf\">here</a>.', 'Designed for Foodservice Success', '', 'publish', 'open', 'open', '', 'designed-for-foodservice-success', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/designed-for-foodservice-success', 0, 'thinking', '', 0),
(2055, 0, '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 'orange-1', '', 'inherit', 'open', 'closed', '', 'orange-1', '', '', '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 1665, 'http://cbx.cappendev.com/app/uploads/2018/09/orange-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(2056, 4, '2015-01-14 20:30:26', '2015-01-14 20:30:26', 'CBX, the brand agency and retail design consultancy based here, has been retained by OKKO, the L\'viv, Ukraine-based network of 400 petroleum and convenience stores, to help refine its product offering and shop design standards. OKKO stores can be found along highway interchanges as well as more densely populated urban areas in this country of more than 45 million people.\r\n\"OKKO operates traditional c-stores throughout the region, which are quite modern and good looking,\" said veteran c-store designer and consultant Joseph Bona, CBX president of branded environments. \"However, the chain recognized a need to enhance its product offering, particularly for stores located in urban areas where fast, fresh and convenient food offers could help the company stand out among its competitors and increase market share and profits.\"\r\n\r\nThe assignment includes helping OKKO balance traditional c-store offerings along with food-to-go selections. To that end, CBX will work with the chain to develop a scalable foodservice program that can be rolled out across the network while also rationalizing existing merchandise selections. \"In the global convenience store market, food-on-the move is a growth area for all operators, but especially for those in emerging markets with an expanding middle class,\" Bona explained. \"Our role is to help OKKO define itself through product offer as the leader in their market.\"\r\n\r\nOn the design side, Bona noted that OKKO recently instituted a chainwide remodel and refresh program involving its gas canopy logo and forecourt standards. Under its assignment, CBX will build upon that program by developing new complementary standards across different assets, including exterior and interior shop design, shop layout, uniforms, temporary and permanent signage, menus, and other communication vehicles. \"The goal is to project the OKKO brand\'s strong local roots and its focus on innovation,\" Bona concluded.\r\n\r\n\"We are really excited to work with the CBX team,\" said Iryna Moiseyeva, Director of Private Enterprise at OKKO. \"Their international experience and strong retail background supports us in our strategy, planning and renovation projects. We are looking forward to opening the first three new stores with our new concept and updated offering in the beginning of 2015.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.pennenergy.com/marketwired-oilgas/2015/01/14/leading-ukraine-c-store-network-okko-taps-cbx-to-enhance-product-offering-and-shop-design.html\" target=\"_blank\">Penn Energy.com</a>\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Pages/default.aspx\" target=\"_blank\">NACS Online</a>\r\n<a href=\"http://insights.retailenvironments.org/2015/01/19/cbx-retained-ukraine-based-c-store-network/\" target=\"_blank\">A.R.E Retail Environments</a>\r\n<a href=\"http://vmsd.com/content/leading-ukraine-c-store-network-okko-taps-cbx-enhance-product-offering-and-shop-design\" target=\"_blank\">VMSD</a>', 'Leading Ukraine C-Store Network OKKO Taps CBX to Enhance Product Offering and Shop Design', '', 'publish', 'open', 'open', '', 'leading-ukraine-c-store-network-okko-taps-cbx-to-enhance-product-offering-and-shop-design', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/leading-ukraine-c-store-network-okko-taps-cbx-to-enhance-product-offering-and-shop-design', 0, 'thinking', '', 0),
(2057, 4, '2015-01-14 21:51:11', '2015-01-14 21:51:11', '<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', '', 'publish', 'open', 'open', '', 'cbx-expert-real-estate-pressures-will-spark-retail-creativity-in-2015', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-real-estate-pressures-will-spark-retail-creativity-in-2015', 0, 'thinking', '', 0),
(2058, 0, '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 'wawa_interior300', '', 'inherit', 'open', 'closed', '', 'wawa_interior300', '', '', '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 1673, 'http://cbx.cappendev.com/app/uploads/2018/09/wawa_interior300.jpg', 0, 'attachment', 'image/jpeg', 0),
(2059, 4, '2015-01-16 17:40:03', '2015-01-16 17:40:03', '<strong>CBX reveals real-estate trends that will spark retail creativity in 2015</strong>\r\nAs retailers try to squeeze more sales-per-square-foot out of smaller spaces over the next year, they will be forced to get more creative--even partnering with each other to make their stores more compelling, said Dave Weinberger, vice president and director of engagement for CBX, the brand agency and retail design consultancy, according to a report by Chain Store Age.\r\n\r\nReal-estate pressures will drive four trends in the year ahead, all of which are related to better understanding and catering to today\'s shoppers.\r\n\r\n\"Consumers are shopping more often and making smaller trips,\" Weinberger said. \"Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing.\"\r\n\r\nHe described:\r\n\r\nTheme Parkifying. A way to give shoppers an exciting experience that happens to be convenient as well. He cited the Chicago and New York locations of Eataly as a possible source of inspiration for chains seeking to innovate in this way.\r\n\r\n\"Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof,\" said Weinberger. \"Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\"\r\n\r\nCorner Grabbing. Refers to the likelihood that convenience concepts will snap up premium corner locations, which are among the most convenient in any marketplace but are frequently owned by banks that no longer need this real estate.\r\n\r\n\"In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST Brands to make big real-estate deals with banks as they seek to seize such coveted real estate,\" he said.\r\n\r\nSide Selling. A trend toward looking for alternative channels in which to sell retail goods. Retail is currently popping up in parks and other public spaces, and it will continue to branch out in the year ahead.\r\n\r\n\"We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers,\" Weinberger predicts. \"More businesses, too, will open up their extra space for retail.\" Gyms, for example, could boost productivity by offering vitamin shops, apparel stores and juice bars, he said.\r\n\r\n\"I firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015,\" Weinberger concluded. \"Channel lines will continue to blur as retailers invite not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\"\r\n\r\nNew York City-based CBX specializes in creative marketing services, including branding, retail design, packaging and promotional programming. Clients have included Dr Pepper Snapple Group, General Mills, Kimberly-Clark, A&amp;P, Pathmark, Walgreens and Wawa and more.\r\n\r\nThe full article is available <a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/theme-parkifying-corner-grabbing-side-selling?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20News%2001-16-2015%20%281%29&amp;utm_content=&amp;spMailingID=47822664&amp;spUserID=Mj\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'Theme Parkifying, Corner Grabbing & Side Selling', '', 'publish', 'open', 'open', '', 'theme-parkifying-corner-grabbing-side-selling', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/theme-parkifying-corner-grabbing-side-selling', 0, 'thinking', '', 0),
(2060, 0, '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 'home_RICKFastCo_carousel-632x420', '', 'inherit', 'open', 'closed', '', 'home_rickfastco_carousel-632x420', '', '', '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 1679, 'http://cbx.cappendev.com/app/uploads/2018/09/home_RICKFastCo_carousel-632x420.jpg', 0, 'attachment', 'image/jpeg', 0),
(2061, 4, '2015-01-19 21:36:21', '2015-01-19 21:36:21', '<strong>Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX</strong>.\r\nWith twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\n<strong>How did you get into the branding industry?</strong>\r\n\r\nI got into the branding industry rather by accident. I always knew I wanted to do something artistic, but I didn’t always know what. Back when I was really young, I won a scholarship by submitting a drawing of Woody Woodpecker to a kids’ magazine. After that, my mother encouraged me to do all kinds of creative things. I started off going to the regular public high school, but I was not a very good student. My mother had the foresight to know that a traditional liberal arts high school was not optimal, so I transferred to the Youth Performing Arts High School in Louisville, KY. Next thing I knew, I was enrolled at Carnegie Mellon as a theater major. By my sophomore year, I realized that if I stayed in set design, I’d be broke for life. So, I transferred my major to communication arts and the rest, as they say, is history.\r\n\r\n<strong>Tell us about CBX. What inspired the idea and what is your vision for the company?</strong>\r\n\r\nCBX is an agency that specializes in creative marketing services including branding, retail design, packaging and promotional programming. We currently have a staff of around 160 employees.  CBX was founded in 2003 and some of our clients include: Dr Pepper Snapple Group, General Mills, Kimberly-Clark, Scotts Miracle-Gro, A&amp;P, Pathmark, Saks Fifth Avenue, Lord &amp; Taylor, Shinsegae, Walgreens and Wawa.  In addition to our New York City Headquarters, we have offices in Minneapolis and San Francisco.\r\n\r\nI was inspired to start CBX because I didn’t want to do time sheets anymore! I’m kidding (kind of). The truth is that I wanted to take control of my own destiny and do the work that I felt passionate about. My co-founder and I wanted to start working with our clients in whatever way we felt appropriate without constraints so that we could create success for our clients – NOT success for a public holding company.\r\n\r\n<strong>Life Motto?</strong>\r\n\r\nI have a few:\r\n\r\n“You’ve gotta have a passion in life.”\r\n\r\n“Luck is when preparation meets opportunity”\r\n\r\n“ Outwork everybody else.”\r\n\r\n<strong>CBX\'s Motto?</strong>\r\n\r\nWe believe that nurturing a culture of creative minds, dirty hands, straight talk and good manners inspires us to find more creative, innovative and purposeful ways to connect with people.\r\n\r\n<strong>Your greatest success as founder/CCO of CBX? Most difficult moment-how did you overcome and what did you learn?</strong>\r\n\r\nWhen we first started CBX, we were two guys coming from humble beginnings with a wing and a prayer. We were hoping some of our past relationships would start up our business, and that our skills and our talent would be validated.  So, I don’t know if I’ve had one greatest moment of success, but I do remember the day everything changed.  In the early days of CBX, we were invited to participate in a pitch for a celebrity chef’s private brand. It was a significant piece of business at the time, we were a seriously small agency – I’m talking half a dozen people – and we really had no credentials in the category at that point. As we prepared for the pitch, we found out that we were up against some of THE global leaders in the industry. Just being named in the same sentence as those guys was a huge success in our eyes. So on the way to the pitch, I said to my co-founder, “remember – just being asked to the party means we are on our way.” That was the moment we knew that we were on our way to bigger and better things.\r\n\r\nAs far as a difficult moment goes… Flash forward 11 years from the day we pitched the celebrity chef and we’re now a multi-disciplined agency with 160 people, 3 offices, and have worked with some of the best clients in the marketplace. Times have changed a lot since that first big pitch. I’ve had to come to terms with the fact that I can’t do everything. I’ve had to realize that I need to empower, support and grow the talent that we hire, which was a hard reality for me. I started off so entrepreneurial – I was literally doing all of the creative development. But as we’ve grown with time, I’ve built a team full of immensely talented people who complement each other, and I’ve had to adjust my behavior to set them free and let them do what they do best.\r\n\r\n<strong>Your advice to an aspiring entrepreneur?</strong>\r\n\r\nMy biggest piece of advice is to have perspective. In your endeavors, commit to what you’re passionate about, but be realistic. Open yourself up to learning (if you think you know everything, you’re not going to learn anything) and be prepared to course correct along the way. Understand your strengths and your weaknesses, and spend time learning how to leverage your strengths and improve your weaknesses.\r\n\r\n<strong>How do you motivate your employees?</strong>\r\n\r\nWith snacks.\r\n\r\n<strong>One food and drink left on earth, what would you choose?</strong>\r\n\r\nStewart’s Cream Soda and bucket of Joe’s Stone Crabs.\r\n\r\n<strong>What literature is on your bed stand?</strong>\r\n\r\nPorsche – Origin of the Species with a foreword by Jerry Seinfeld.\r\n\r\n<strong>Role model - business and personal?</strong>\r\n\r\nWhen I was in college, my father attended a trade show where Rick Pitino (at the time head coach of the New York Knicks) was the keynote speaker. The trade show gave attendees cassette tapes of Rick’s speech, which my father passed on to me. That was the first time I was introduced to Rick Pitino as a leader. I listened to the tapes right away, and I’ve had them ever since. I don’t have a machine to play them on anymore, but that talk has guided me through my career.\r\n\r\nI like his approach to coaching and life. He believes that ego is a potential killer. He’s passionate, and he’s committed to what he does and what he believes in. The other thing Pitino does phenomenally well is that he manages and leads situationally. There are no cookie-cutter solutions. He analyzes the moment and I think that’s very important in business and in life.\r\n\r\n<strong>Current passion?</strong>\r\n\r\nI’m passionate about vintage automobiles. The interest stems from my childhood and has been a passion for my entire life. If I weren’t in the business of branding, I’d probably be working with cars in some way.  There’s a creative design element to cars, as well as a very personal childhood association for me.\r\n\r\n<strong>Most interesting headline you\'ve read this week?</strong>\r\n\r\n<a href=\"http://www.nytimes.com/2014/12/21/nyregion/MTA-targets-manspreading-on-new-york-city-subways.html\" target=\"_blank\">Manspreading</a>. What is manspreading anyway?\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://thenativesociety.com/tnspeak/2015/1/16/rick-barrack-chief-creative-officer-founding-partner-of-cbx.html\" target=\"_blank\">here</a>.', 'Native AdVice with Rick Barrack', '', 'publish', 'open', 'open', '', 'native-advice-with-rick-barrack', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/native-advice-with-rick-barrack', 0, 'thinking', '', 0),
(2062, 0, '2018-09-27 16:53:12', '2018-09-27 16:53:12', '', '0312_Craines-A-Breeding-Ground', '', 'inherit', 'open', 'closed', '', '0312_craines-a-breeding-ground', '', '', '2018-09-27 16:53:12', '2018-09-27 16:53:12', '', 1685, 'http://cbx.cappendev.com/app/uploads/2018/09/0312_Craines-A-Breeding-Ground.jpg', 0, 'attachment', 'image/jpeg', 0),
(2063, 4, '2015-01-21 19:14:44', '2015-01-21 19:14:44', '<strong>CBX to Handle New Identity Program for Virginia Chain\'s Stores and Fuel Centers</strong>\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Miller Oil, the family-owned operator of more than 50 fuel centers/convenience stores in Virginia, to update graphic identity for its retail network.\r\n\r\n\"The Miller name has enjoyed great recognition in the markets it serves ever since Gus Miller opened his first Miller Mart in the 1980s,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. The Norfolk-based chain\'s stores can be found from Virginia Beach to Manassas, Va., but its community presence can be felt through the Miller Oil Foundation, which benefits children\'s charities, domestic violence shelters, assisted living centers, the arts, and more.\r\n\r\nIn the intervening years since the first Miller Mart -- now called Miller\'s Neighborhood Market -- opened, national chains have entered the market, Bona explained. \"The national competition has stiffened over the years,\" he noted, \"and the family understands the need for its identity to speak with one voice.\"\r\n\r\nCBX teams will update the existing script Miller logo and identity standards for use on fuel pumps, pylons and canopies. Inside, the new Miller identity will be used for wayfinding, point of sale and food and beverage service signage. The chain\'s on-the-go beverage offerings include Miller\'s Choice coffee and tea, along with Miller\'s Chiller fountain sodas. The stores also offer snacks, fresh fruits, pantry basics and toiletries.\r\n\r\n\"As Chairman of NACS, I learned the value of studying not just the competition in the US, but being aware of international trends as well,\" said Jeff Miller, President of Miller Oil Company. \"Joe Bona and CBX bring a global perspective to convenience retailing that I believe will help us thrive in the highly competitive marketplace here in southeastern Virginia.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.dailypress.com/business/tidewater/dp-miller-oil-hires-cbx-to-update-its-branding-strategy-at-virginia-stores-20150122-story.html\" target=\"_blank\">Daily Press</a>\r\n<a href=\"http://www.pennenergy.com/marketwired-oilgas/2015/01/21/miller-oil-selects-cbx-to-update-graphic-identity.htm\" target=\"_blank\">Penn Energy</a>\r\n<a href=\"http://www.csnews.com/industry-news-and-trends/corporate-store-operations/miller-oil-update-its-brand-identity?cc=3\" target=\"_blank\">CSNews</a>\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/miller-oil-selects-cbx-refresh-graphic-identity\" target=\"_blank\">CSPnet</a>\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Documents/CBXPR012115.pdf\" target=\"_blank\">NACS</a>\r\n<a href=\"http://insights.retailenvironments.org/2015/01/28/cbx-update-graphic-identity-oil-company/\" target=\"_blank\">Retail Environments</a>\r\n<a href=\"http://insidebiz.com/news/data-business-community-bulletin-board-feb-16-2015\" target=\"_blank\">Inside Biz</a>\r\n\r\n&nbsp;\r\n\r\n&nbsp;', 'Miller Oil Selects CBX to Update Graphic Identity', '', 'publish', 'open', 'open', '', 'miller-oil-selects-cbx-to-update-graphic-identity', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/miller-oil-selects-cbx-to-update-graphic-identity', 0, 'thinking', '', 0),
(2064, 4, '2015-01-29 22:19:19', '2015-01-29 22:19:19', '<strong>CBX to Design a New Scalable Store Prototype to Cross Cultures and Trading Borders</strong>\r\nCBX, the brand agency and retail design consultancy based here, has been retained by MOL, the Budapest, Hungary-headquartered oil and gas corporation, operating over 1,700 service stations in 12 central and southeastern European countries, to consult on a number of design and strategic initiatives.\r\n\r\nOver the years, MOL Group\'s store count has grown through acquisition. As a result, the company consists of a group of branded networks doing business under a number of nameplates. While the company has already developed a design solution to unify its forecourt, pumps and canopy design, CBX was charged with creating a flexible store prototype for MOL\'s expansive network of service stations. \"We will be working to create a design that respects and reflects the cultures, languages and geographies of MOL Group\'s diverse trading area,\" said veteran c-store designer Joseph Bona, CBX president of branded environments.\r\n\r\nBeyond design and identity, CBX teams will assist MOL in developing criteria for scalability, helping the company determine what size store and product mix are best suited to the demographics of a particular market or locale. In connection with that, the firm will work with MOL to develop an overall c-store offer. This will include food-to-go fare as well as traditional c-store offerings.\r\n\r\n\"This challenging assignment reflects the global nature of today\'s changing c-store industry,\" Bona noted. \"It\'s an exciting take on the future of this market segment. In the end, the store and the offer will reflect the global changes shaping this ever-evolving industry, but still be tailored to meet the needs of local customers.\"\r\n\r\n\"Based on the solid track record of the CBX brand agency, we believe that they are a great partner for us to create best-in-class service stations, delivering excellent and relevant customer offers,\" said Lars Höglund, SVP of MOL Group Retail.\r\n\r\nAs seen in:\r\n<a href=\"http://insights.retailenvironments.org/2015/01/30/cbx-help-oil-corporation-redesign/\" target=\"_blank\">A.R.E Retail Environments</a>\r\n\r\n&nbsp;', 'MOL Group Selects CBX for New C-Store Design', '', 'publish', 'open', 'open', '', 'mol-group-selects-cbx-for-new-c-store-design', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/mol-group-selects-cbx-for-new-c-store-design', 0, 'thinking', '', 0),
(2065, 0, '2018-09-27 16:53:13', '2018-09-27 16:53:13', '', 'Dominick_pressrelease', '', 'inherit', 'open', 'closed', '', 'dominick_pressrelease', '', '', '2018-09-27 16:53:13', '2018-09-27 16:53:13', '', 1702, 'http://cbx.cappendev.com/app/uploads/2018/09/Dominick_pressrelease.jpg', 0, 'attachment', 'image/jpeg', 0),
(2066, 4, '2015-01-30 18:09:58', '2015-01-30 18:09:58', 'By Gregg S. Lipman\r\nDid you like <a href=\"http://time.com/3676375/new-england-patriots-deflategate-krispy-kreme/\" target=\"_blank\">Krispy Kreme\'s response </a>to the \'Deflategate\' cheating scandal?\r\nHow about Apple\'s \'Je Suis Charlie\' banner on their French website? Starbucks\' homage to Martin Luther King?\r\n\r\nCall it the New Holy Grail of marketing -- a brand generates speed-of-light positive buzz by jumping in on a timely social issue or responding to a cultural moment. To this day, Oreo\'s <a href=\"https://twitter.com/Oreo/status/298246571718483968\" target=\"_blank\">infamous blackout tweet</a> during the 2013 Super Bowl is considered the epitome of a <a href=\"http://blogs.wsj.com/speakeasy/2013/02/04/how-oreo-culture-jacked-the-super-bowl/\" target=\"_blank\">social media win</a>, garnering 525 million earned media impressions, which is five times the number of people who actually watched the game. Ben &amp; Jerry\'s delighted their fans last year with <a href=\"http://elitedaily.com/news/world/ben-jerrys-wins-internet-hilarious-tweet-weed-legalization-colorado/\" target=\"_blank\">a tweet </a>about the legalization of marijuana in Colorado. And most recently, Krispy Kreme scored a real-time marketing touchdown with their Deflategate-themed<a href=\"https://twitter.com/krispykreme/status/557920121532870656/photo/1\" target=\"_blank\"> social image</a>.\r\n\r\nYou might be saying yourself: \"I have an idea. How about if I don\'t play the game at all? Isn\'t that the safest play?\" Here\'s the thing: branding is all about creating value beyond product benefits. We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in. When <a href=\"http://boss.blogs.nytimes.com/2011/06/22/how-social-entrepreneurship-can-produce-profits/?scp=1&amp;sq=goodpurpose%20study&amp;st=cse&amp;_r=1\" target=\"_blank\">87% of consumers</a> believe businesses should consider societal interests as much as their own interests, it speaks to new consumer expectations: reflect my values, reinforce my self-concept, earn your identity.\r\n\r\nStaying on the sidelines isn\'t going to cut it. People expect brands to play an active role in their personal lives, which means participating in the conversations that are relevant to them. Like it or not, at some point, you have to take the mic. When you do grab mic, it\'s helpful if you don\'t act like the plowed groomsmen at a wedding. Nobody doubts Drunk guy at Wedding means well with his impromptu speech - what he\'s lacking is execution.\r\n\r\nExecution starts with knowing who you are as a brand (it also helps if you\'re not knackered when you tweet.) These social movements are opportunistic but fleeting and your behaviors are a reflection of your true (brand) self. Every action you take defines you. So make sure you know: Can you execute effectively and remain true? What\'s your purpose? Why do you do what you do? What\'s your reason for existing? What is your soul? For example, Southwest\'s purpose is short and sweet: democratize the skies. Ben &amp; Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment.\r\n\r\nVoicing their support for causes like <a href=\"http://www.wsj.com/articles/SB10001424052970203833004577249811049566178\" target=\"_blank\">Occupy Wall Street</a> and the legalization of marijuana is a way to earn their identity as a brand committed to progressive values. After all, it\'s not enough to say it internally. You need to prove it publically. That\'s how purpose becomes authentic, through deeds and actions, by taking a real stand. \"With values-led marketing you just go out there and say who you are. You don\'t have to fool people to sell them your product,\" Ben Cohen explained in his book <a href=\"http://www.amazon.com/Ben-Jerrys-Double-Dip-Values-Led-Business/dp/0684838559\" target=\"_blank\">Ben &amp; Jerry\'s Double Dip</a>, co-written with Jerry Greenfield.\r\n\r\nOnce you\'ve defined your purpose, then you have to establish your overall voice. Does your voice reflect your personality? If we personified Haagen Daz, she might be Catwoman - sophisticated, indulgent and worldly. Would Ben&amp; Jerry\'s be Seth Rogen - a fun-loving oddball stoner?\r\n\r\nWhile Ben &amp; Jerry\'s has made moves of late to look a little less tie-dye and a little more premium, their core personality is expressed in everything they do - including wacky-named flavors (including one based on their support of <a href=\"http://firstwefeast.com/eat/ben-and-jerrys-trivia/s/their-vehement-support-for-marriage-equality-has-even-inspired-changes-to-the-names-of-their-flavors/\" target=\"_blank\">marriage equality</a>) and whimsical packaging. Their Colorado marijuana tweet worked because it conveyed a mischievous sense of humor, which felt in line with their quirky personality, as well as their brand philosophy, if it ain\'t fun, then why do it? Not surprisingly, Ben &amp; Jerry\'s Colorado marijuana tweet began as an internal joke, according to Mike Hayes, the brand\'s Digital Marketing Manager. It felt authentic because it was authentic.\r\n\r\nIf Haagan Daz had made the same visual joke, it would have fallen flat as a result of feeling forced, inauthentic and out-of-character. Besides being genuinely clever, no small feat, Krispy Kreme\'s \"Deflategate\" social image felt in step with their cheeky personality. On the other hand, a brand like Charles Schwaub is all about stability, intelligence, competency. Let\'s hope they never tweet: \"Deflated balls? Talk to Chuck.\"\r\n\r\nBrands often get caught up in the question -- Should I comment on this event? Or should I take a stand on this issue? -- that they lose sight of perhaps the most crucial component to a successful branding campaign. Namely, that the creative execution be as strong as the sentiment is authentic and on brand.\r\n\r\nStarbucks\' recent <a href=\"http://www.washingtonpost.com/blogs/post-partisan/wp/2015/01/19/a-powerful-starbucks-homage-to-mlk/\" target=\"_blank\">ad saluting Martin Luther King</a> is a great example of delivering a pro-social message that feels on brand. But the real power of the ad is in the creative execution, which was done in-house. The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \"It\'s time to look at things differently. Again.\"\r\n\r\nPrinted in the New York Times and posted on social media, the ad garnered glowing responses from the public and in the media. It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces their brand purpose and brand image (warm sincerity with a double shot of social activism and community).\r\n\r\nBy placing a discreet version of their signature logo at the bottom, and nothing else, they communicate to the audience that they are behind the tribute but recognize the messaging priority. To do otherwise would be insincere. As well as sending a message of support to the cause of racial justice, Starbucks is conveying a message that, in all aspects of their business, they are unafraid to \"look at things differently.\" In turn, this allows their tribe of coffee-drinkers to reinforce their own identity as socially conscious free-thinkers.\r\n\r\nFor the defending Super Bowl champion Seattle Seahawks, who are also a multi-million-dollar brand, their attempt <a href=\"http://www.adweek.com/adfreak/seahawks-follow-their-big-win-bigger-fail-we-shall-overcome-mlk-tweet-162421\" target=\"_blank\">to honor MLK</a> was infinitely less successful. One day after their stunning comeback over the Green Bay Packers, which earned them a Super Bowl bid, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay\"-- comparing their unlikely comeback to the civil rights movement. Adding insult to injury, it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \"Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\"\r\n\r\nAs much as branding experts preach sincerity and authenticity, the Seattle Seahawks and the Starbucks shared the same positive sentiment -- the difference is that one Seattle brand nailed the creative execution, the other botched it.\r\n\r\nEven when you have the right brand message, getting the ad right still comes down to creative execution. Oreo proved this point with a social media campaign in 2012 called the \"<a href=\"http://adage.com/article/digital/oreo-s-daily-twist-campaign-puts-cookie-conversation/237104/\" target=\"_blank\">Daily Twist</a>\", in which they posted a daily image of an Oreo cookie depicting a pop culture moment, past or present, tied to that date. Part of what made Oreo\'s jump into the cultural conservation successful was the way it projected a humanistic vision, from a 7-layer rainbow Oreo to celebrate Gay Pride Day to one featuring red-dyed cream marked with tire tracks to honor the Mars landing.\r\n\r\nFor Oreo to come out and honor Gay Pride Day surprised many - it\'s not like they are known as the Ben &amp; Jerry\'s of cookie purveyors. Although the tweet did spark some mild backlash, the overall campaign succeeded for two reasons: the strength of the creative concept (it was not only about taking a bold stand on that one social issue but \"filtering the world through the playful imagination of Oreo,\" a true expression of their brand personality) and its artistic realization -- it was visually striking and told a story in a clear and entertaining way.\r\n\r\nIt\'s easy to forget but Oreo wasn\'t only brand to chime in during the infamous power outage at the Superdome, nor was Krispy Kreme alone in taking to Twitter to offer their two cents on Deflategate. Why did so many other brands fail to gain any traction? Ultimately, it\'s the same reason why one of the two teams playing in the Super Bowl is going to lose this Sunday: lack of execution.\r\n\r\nThe full article is available <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/responding-to-a-cultural-_b_6571576.html\" target=\"_blank\">here</a>.', 'Responding to a Cultural Moment? Don\'t Use Deflated Creative', '', 'publish', 'open', 'open', '', 'responding-to-a-cultural-moment-dont-use-deflated-creative', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/responding-to-a-cultural-moment-dont-use-deflated-creative', 0, 'thinking', '', 0),
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(2068, 4, '2015-02-10 16:44:53', '2015-02-10 16:44:53', 'Traditional supermarkets on both sides of the Atlantic are losing market share, thanks to a rapidly advancing horde of competitors seeking to outdo them on price, convenience and quality, experts say.\"Whereas once consumers bought all their groceries at one location, this is no longer the case. Consumers are now splitting their grocery shopping across multiple channels - as many as five,\" wrote JLL analysts in the firm\'s Retail Shop Topic report published last September. \"By 2018, traditional supermarkets\' share of grocery dollars [in the U.S.] will have shrunk 300 basis points to 37.2 percent.\"\r\n\r\nRivals of all types and sizes surround these chains. The list of competitors includes massive wholesale clubs and supercenters; fresh grocers focused on perishables and ethnic foods; a new breed of small, format stores in closer proximity to shoppers\' homes and geared toward faster, easier shopping; and thousands of food, focused dollar stores, drugstores and convenience stores. Meanwhile, online sales are gaining momentum, as the likes of Amazon.com\' s Prime Pantry, FreshDirect, Google Express, Instacart and Pea pod roll out grocery delivery services in major markets.\r\n\r\nIn the U.K. the highly efficient German grocers Aldi and Lidl are wooing droves of customers from mainline rivals such as Tesco, Sainsbury\'s and Morrisons, says Joseph Bona, president of branded environments at CBX, a global brand agency and retail design consultancy. \"Aldi and Lidl are going like gangbusters in the United Kingdom,\" he said. \"Their motto used to be \'stack it high and sell it,  but now they\'re offering a better customer experience and higher quality without sacrificing competitiveness on price. They pose a serious threat.\"\r\n\r\n<img class=\"size-full wp-image-8825 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/02/1.jpg\" alt=\"1\" width=\"185\" height=\"216\" />These German chains aim to challenge U.S. supermarkets as well: Aldi already has 1,300 stores in the U.S., Bona notes, and could have as many as 2,000 there by 2018. Lidl is preparing to enter the U.S. bv 2018 with an initial focus on the mid-Atlantic region, according to Naveen Jaggi, president of retail brokerage for JLL Americas. \"Here Lidl will not be playing in the discount sector at all, \" he said. \"It plans to build a 30,000-square-foot, high-end store that in its presentation- architecturally as well as in price and product mix will be going straight for the Whole Foods consumer. Lidl will have no problem putting its stores right across the street from Whole Foods. It will be an interesting battle to watch.\"\r\n\r\nThe rise of alternate food-selling channels is eroding sales of packaged, nonperishable goods typically offered in the center of the supermarket, says Jim Prevor, a Boca Raton, Fla.-based analyst who blogs at PerishablePundit.com. \"Profit has just drained out of the \'center store,\'\" he said, referring to the packaged foods-oriented central areas of a grocery store, as opposed to the perimeters, where fresh produce is placed. The reason is simple enough: A box of Tide laundry detergent or Kellogg\'s Corn Flakes is the same no matter where it is sold. That makes it easy for price-conscious shoppers to hunt for bargains on commoditized goods by website, in dollar stores, at Walmart or in a multiplicity of other food selling outlets, Prevor says. \"Even if traditional supermarkets can continue to sell center-store items, they have to do so at such deep discounts that they\'re just not able to generate profitability,\" he said.\r\n<img class=\"wp-image-8827 alignleft\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/02/3.jpg\" alt=\"3\" width=\"634\" height=\"402\" />Though the so-called Great Recession is technically over, it has led to an enduring change in the way people spend their money, Jaggi says. \"Consumers now feel that anything you shop for can be found cheaper if you are willing to shop for it,\" he said. \"That is the big shift. Nearly all retailers have tiered down their price offerings. They want to force consumers to come to them for all sorts of goods, as opposed to going and getting two weeks\' worth of supplies in one trip at the supermarket.\"\r\n\r\nOne direct result of these spending pattern shifts is an on going consolidation in the grocery senor, observers say. The latest example is Albertsons\' $9 billion merger with Safeway, which was on track at press time for a January 2015 closing and will reportedly lead to the sale of 168 stores across eight states. \"The Safeway-Albertsons merger is going to change the grocery sector from the Midwest to the West,\" Jaggi said. \"Consolidation is, hopefully, going to give these companies more buying power and efficiencies in distribution. That in turn could enable them to spread those savings to the consumer. It is probably the dearest indication that the grocery sector is going through a significant change.\" The September JLL retail report also cites a raft of other examples from the past couple of years, including Albertsons\' $385 million purchase of United Supermarkets; Kroger\'s $2.6 billion acquisition of Harris-Teeter; Safeway\'s closure of 72 Dominick\'s stores in Chicago; and Yucaipa\'s acquisition of 110 Fresh &amp; Easy stores. The Dominick\'s closures resulted in the return of some 4.5 million square feet of space back into the Chicago market and spiked local retail vacancies by about 80 basis points, according to the JLL analysis.\r\n\r\nDoes this instability mean that traditional supermarkets will shrink dramatically along the lines of \"right-sizing\" retailers such as Best Buy? Not necessarily, Prevor says. \"It is a possibility, but I believe it is just as possible supermarkets will further evolve ,\" he said. Already, major chains are ramping up their focus on fresh and prepared foods around the perimeter of the store by installing foodie-friendly cheese caves, wine bars, mini-restaurants and more, according to Prevor.\r\n\"Some supermarkets are transforming themselves into hybrid food-service and retail emporiums,\" he said. \"This actually holds out the possibility that some of these stores could get bigger.\r\nThat way, they can have food courts and other things that we haven\'t traditionally associated with supermarkets.\"\r\nChains could simultaneously confront discounters by adding the types of products found on the cheap at warehouse clubs, Jaggi says. \"Do you have to go to Costco to get that giant pallet of paper towels?\" he said . \"Maybe not - maybe Kroger starts carrying that.\" By offering touches of both Costco and Whole Foods, in other words, supermarkets stand to broaden their appeal. \"All these major brands, whether you\'re talking about Kroger, HEB or Publix, are trying to appeal to as broad a demographic as possible,\" Jaggi said. \"They want their stores to appeal to discount-oriented consumers, aspirational consumers and affluent consumers alike.\'\'\r\nLandlords could employ a similar strategy when retenanting shopping centers that have lost large-format grocery anchors owing to sector consolidation, Prevor says. Instead of a single grocery anchor, the shopping center could offer multiple highly specialized food tenants that occupy in the aggregate roughly the same square footage as the departed anchor. \"One tenant might be a deep-discount concept like an Aldi, another might be a health-oriented, upscale concept like Whole Foods,\" Prevor said . \"You could also have an ethnic-food store focused on Asians or Latinos. So the model moving forward might he for multiple 10 ,000- or 15 ,000-squarefoot stores instead of one 60,000-foot store. The design of these centers could change.\"indeed, the JLL report does predict continuing closures of traditional supermarkets over the next three years as alternative channels - particularly dollar stores and fresh-format grocers - expand aggressively. Meanwhile, online grocery concepts will eat into supermarket sales even further in coming years, says Susan Porjes, a market analyst (or research firm Packaged Facts. \"Back more than 10 years ago, investors were leery of online grocery shopping, due to some spectacular failures, like Webvan,\'\' said Porjes. \"But online grocery sales are poised to take off on a high-growth trajectory\".\r\n<img class=\"wp-image-8826 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/02/2.jpg\" alt=\"2\" width=\"190\" height=\"208\" />Indeed, U.S. online grocery sales are set to grow from about $23 billion last year to nearly $ 100 billion by 2019, which would amount to 12 percent of total grocery spending, according to Porjes, who wrote an October 2014 report on the phenomenon. Others see it too. Ultimately untrammeled growth of online grocery shopping could spell trouble for supermarkets, write the JLL analysts. \"If Amazon figure out a successful solution to a wide-scale implementation of its Amazon Fresh model, it poses a significant threat to groceries, particularly supermarkets with thin margins.\"\r\n\r\nBut even this trend could at the same time create certain opportunities for landlords, Porjes notes. Companies such as Chronodrive, which has 74 store across France, specialize in building drive-through, Internet-enabled grocery stores. \"That model has been successful in France\" Porjes said. \"You place your order, and on the way h0me from work you go to the drive-through and they have everything ready for you.\" The stores, which Porjes likens to small warehouses with limited assortments, represent a new potential retail tenant, particularly for shopping centers that lack grocery anchors.\r\n\r\nDrive-through grocery Zoomin Market launched this concept in Olathe, Kan., last April - local shoppers place orders using a smartphone app. and a text alerts them when the groceries are ready for pickup. Walmart began testing a similar concept last September on its home turf in Bentonville, Ark.\r\n\r\nSome grocery sellers are installing lockers at which shoppers can pick up their online-ordered bags of produce and packaged goods- a trend that could supplement retail leasing revenue over time, Porjes says. Peapod, for one, is leasing space for grocery pickup lockers at three Metro stations in Washington, D.C., as part of a six month pilot program. \"For commuters who are not always able to be home for grocery delivery, this is a perfect solution.\" Porjes said.\r\n\r\nFinally, the practice of \"crowd sourcing\"- where by companies such as Uber use the Internet and GPS-enabled smart phones to tap into pools of freelance delivery drivers - could also be a boon to supermarkets and other food stores, Jaggi says.\r\n\r\nGeneral Growth Properties, Macerich, Simon and other top U.S. mall owners are using some of these freelance drivers to offer rapid delivery of items bought from tenants\' stores. For Jaggi, the potential for supermarkets to do the same was underscored on a recent Uber ride in Dallas. \"Before the Uber driver picked me up, he asked me if i wanted a lunch,\"Jaggi said. \"He told me many of the drivers he knew were offering delivery services. When you start getting third party service providers in the business of delivering groceries - now you\'ve got a real change in the way we perceive the shopping experience.\"\r\n\r\n<strong>Growth in specialty grocer sector spurs development, attracts investors</strong>\r\n\r\nMobs of investors are fighting over properties anchored by big supermarket chains such as Harris Tooter, Kroger and Publix, leading those seeking less competition to focus on shopping centers anchored by specialty grocers, such as Earth Fare, Sprouts Farmers Market, The Fresh Market, Trader Joe\'s and Whole Foods. According to Franklin Street Retail Investment Advisors, 51 specialty-grocery-anchored U.S. shopping centers have traded hands in the past two years, accounting for an aggregate $1.3 billion, double the amount sold in 2012.\r\n\r\nAbout 80 percent of last year\'s specialty-grocery-anchored properties were single-asset deals, according to Gary Saykafy, senior director at Franklin Street. Of the 10 transactions that were part of a larger portfolio sale, most consisted of entry-level transactions or the buyout of a partnership interest. Fresh Market was the most popular specialty supermarket among traded properties last year, accounting for 37 percent of the total, Saykaly reports. Whole Foods made up 28 percent of the deals, Trader Joe\'s 22 percent, Earth Fare 12 percent and Sprouts 2 percent. Whole Foods properties garnered the lowest cap rates: 4.9 to 5.4 percent.\r\n\r\nIn regional terms, the Southeast was the hot zone, as 66 percent of the total sales volume last year occurred in Florida and North Carolina, according to Franklin Street. Georgia was the third-most active state with 22 percent of the total. The majority of sellers were private investment groups, among them Och-Ziff Capital Management Group and Rialto Capital Management.\r\n\r\nSpecialty grocers are helping to drive a new wave of ground-up development as well, since they are growing much faster than their traditional supermarket peers, according to Franklin Street. Whole Foods has 15 new stores under way, followed by Fresh Market, Which is planning to open 10. Meanwhile, Earth Fare, Sprouts and Trader Joe\'s have collectively announced 22 stores set to open this year. All these are to roll out in the Southeast, 17 of them opening in Florida. Only eight are redevelopments, Saykaly says. The majority of the developers involved are privately owned.\r\n\r\nThe full article is available <a href=\"http://sct.epubxp.com/i/448937\" target=\"_blank\">here</a>.', 'Discounters and Other Innovators are Turning the Global Supermarket Industry on its Head', '', 'publish', 'open', 'open', '', 'discounters-and-other-innovators-are-turning-the-global-supermarket-industry-on-its-head', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/discounters-and-other-innovators-are-turning-the-global-supermarket-industry-on-its-head', 0, 'thinking', '', 0),
(2069, 0, '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 'NACS', '', 'inherit', 'open', 'closed', '', 'nacs', '', '', '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 1711, 'http://cbx.cappendev.com/app/uploads/2018/09/NACS.jpg', 0, 'attachment', 'image/jpeg', 0),
(2070, 4, '2015-02-06 20:56:18', '2015-02-06 20:56:18', '<strong>Taking a Stand on Trending Cultural Moments Can Be a Savvy Move -- So Long as Those Trenchant Tweets Actually Match Your Brand, Writes CBX\'s Gregg S. Lipman in Column for The Huffington Post</strong>\r\nChiming in about trending cultural moments is the new Holy Grail of marketing. The trick, however, is to make sure your brand\'s social commentary doesn\'t turn into the functional equivalent of a drunken groomsman\'s awkward wedding toast, writes Gregg S. Lipman, Managing Partner at brand agency CBX, in a Jan. 30 column for The Huffington Post.\r\n\r\n\"Nobody doubts Drunk Guy at Wedding means well with his impromptu speech,\" writes the veteran brand consultant. \"What he\'s lacking is execution.\"\r\n\r\nIn the column (\"Responding to a Cultural Moment? Don\'t Use Deflated Creative\"), Lipman cites powerful examples of on-brand responses to various social issues and cultural moments, such as Oreo\'s real-time response to the third-quarter power outage at the Superdome during the 2013 Super Bowl (\"Power out? No problem. You can still dunk in the dark\"). \"To this day, Oreo\'s infamous blackout tweet is considered the epitome of a social media win,\" he writes. \"It garnered 525 million earned media impressions, which is five times the number of people who actually watched the game.\"\r\n\r\nLikewise, Ben &amp; Jerry\'s delighted its fans last year with a tweet about the legalization of marijuana in Colorado (\"BREAKING NEWS: We\'re hearing reports of stores selling out of Ben &amp; Jerry\'s in Colorado. What\'s up with that?\"). And the sheer cleverness of Krispy Kreme\'s \"deflategate\" tweet -- a picture of a football-shaped, cream-filled donut with the words \"Ours are fully filled\" -- blew up on Twitter. It was in response, of course, to the scandal about the New England Patriots\' alleged use of improperly deflated balls during the NFL playoffs.\r\n\r\nBut other attempts to \"grab the mic\" on social issues have come across as inauthentic. Lipman cites the Seattle Seahawks\' awkward Martin Luther King, Jr., tweet. One day after their comeback over the Green Bay Packers, which earned them a Super Bowl berth, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay.\" By comparing their unlikely comeback to the humanistic victories of the civil rights movement, the team was guilty of borderline-offensive speech.\r\n\r\n\"Adding insult to injury,\" Lipman writes, \"it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \'Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\'\"\r\n\r\nProper execution, he explains, is about knowing what your brand means to consumers. For example, voicing support for causes such as Occupy Wall Street or the legalization of marijuana is perfectly consonant with Ben &amp; Jerry\'s famously progressive brand and values. \"Ben &amp; Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment,\" Lipman writes. \"After all, it\'s not enough to say it internally. You need to prove it publically.\"\r\n\r\nGiven the risks of falling flat, some companies might want to play it safe by staying out of the cultural fray. But they risk their relevancy by doing so, Lipman writes. \"Branding is all about creating value beyond product benefits,\" he notes. \"We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in ... Staying on the sidelines isn\'t going to cut it.\"\r\n\r\nIn addition to on-brand content, execution is also about creativity and skill. Lipman cites Starbucks\' recent ad saluting Martin Luther King, Jr. \"The real power of the ad is in the creative execution, which was done in-house,\" he writes. \"The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \'It\'s time to look at things differently. Again.\'\"\r\n\r\nPrinted in The New York Times and posted on social media, the Starbucks ad garnered glowing responses from the public and in the media. \"It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces Starbucks\' brand purpose and brand image (warm sincerity with a double shot of social activism and community),\" Lipman writes.', 'CBX Expert: Brands Can and Should \'Grab the Mic\' on Social Issues', '', 'publish', 'open', 'open', '', 'cbx-expert-brands-can-and-should-grab-the-mic-on-social-issues', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-brands-can-and-should-grab-the-mic-on-social-issues', 0, 'thinking', '', 0),
(2071, 0, '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 'walgreens_hartland_wi', '', 'inherit', 'open', 'closed', '', 'walgreens_hartland_wi', '', '', '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 1713, 'http://cbx.cappendev.com/app/uploads/2018/09/walgreens_hartland_wi.jpg', 0, 'attachment', 'image/jpeg', 0),
(2072, 0, '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 'bionic_logo_detail1', '', 'inherit', 'open', 'closed', '', 'bionic_logo_detail1', '', '', '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 1714, 'http://cbx.cappendev.com/app/uploads/2018/09/bionic_logo_detail1.gif', 0, 'attachment', 'image/gif', 0),
(2073, 4, '2015-02-25 20:58:36', '2015-02-25 20:58:36', '<strong>New Packaging Is Vibrant and Playful as It Embraces an Authentic View of Parenting</strong>\r\nWith help from brand agency CBX, The First Years brand\'s newly redesigned packaging transcends outdated storylines that have long dominated the baby aisle.\r\n\r\n\"Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,\" said Rick Barrack, Chief Creative Officer. \"Instead, CBX worked with The First Years to do something refreshing for this category. We actually embraced the awesome -- but at times messy and gritty -- reality of the parenting journey. This is something millennial moms can relate to.\"\r\n\r\nWith new logos, fonts, \"selfie\"-style imagery and warmer colors, the redesigned packaging for products such as bathtubs, sippy cups and breast pumps began to hit the baby aisles in January. In addition to crafting three millennial-friendly packaging formats for The First Years\' 2015 rollout, CBX also developed a set of packaging guidelines geared toward applying the brand to future products.\r\n\r\n\"Now a part of TOMY International, the First Years has been a trusted name in the baby category since the 1950s and is known for putting a priority on the parenting experience,\" Barrack said. \"Indeed, this is the company that invented plastic-coated safety pins so that moms wouldn\'t hurt their fingers. From a design perspective, however, there was a need for more storytelling and differentiation.\"\r\n\r\nThe branding project, which included surveys of both new and existing moms, was important in part because competition for shoppers\' attention is so keen in the baby category, said Barrack.\r\n\r\nTraditionally, the baby aisle has been packed with an array of products featuring flawless photography of cooing babies along with somewhat clinical imagery suggesting safety and security.\r\n\r\n\"We recognized the need to stand out and stand for something,\" said Willie Wilkov, Chief Marketing Officer of TOMY International. \"Our goal was to bring some freshness and reality to a tired category. We appreciate that CBX pushed our thinking because we wanted to push the envelope. The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.\"\r\n\r\nIn addition to playfulness, vibrancy and a sense of discovery, the new brand emphasizes straight talk. For example, CBX and The First Years chose photography that would seem right at home on Facebook or Instagram. \"There\'s a humor and irreverence to the photography we chose,\" said Barrack. \"We went with pictures that an actual mom might have taken after something unusual or funny happened, not a perfectly posed shot with perfect lighting. On The First Years\' new packages, the baby might even have a stain on his shirt.\r\n\r\n\"After all, millennials are looking for honest conversation about parenting, including candor about imperfection and realness,\" Barrack continued. \"They want to make their own choices. To them, parenting is a new form of freedom in a way. It isn\'t the end of something; it is a new beginning.\"', 'CBX Helps The First Years Rebrand -- With Younger Moms in Mind', '', 'publish', 'open', 'open', '', 'cbx-helps-the-first-years-rebrand-with-younger-moms-in-mind', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-helps-the-first-years-rebrand-with-younger-moms-in-mind', 0, 'thinking', '', 0),
(2074, 0, '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 'CSN_092012_54a', '', 'inherit', 'open', 'closed', '', 'csn_092012_54a', '', '', '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 1718, 'http://cbx.cappendev.com/app/uploads/2018/09/CSN_092012_54a.jpg', 0, 'attachment', 'image/jpeg', 0),
(2075, 4, '2015-03-03 20:47:06', '2015-03-03 20:47:06', '<strong>CBX to Develop a Branded C-Store Concept and Foodservice Program for New England Fuel Distributor</strong>\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Nouria Energy Corporation, the Worcester, Mass.-headquartered fuel station and c-store operator, to create a unified brand identity and convenience store concept for the company\'s network of more than 125 locations.\r\n\r\nFounded in 1989 by Tony El-Nemr, Nouria started out with a single location in Auburn, Mass. and has since grown to become one of the largest fuel distributors in New England, supplying more than 125 gas stations operating under the Shell, Gulf and Irving Oil brands in Maine, Massachusetts, New Hampshire and Rhode Island. Currently, Nouria operates 85 sites offering fuel, convenience stores, co-branded and proprietary foodservice. In addition, Nouria operates one of the largest car wash networks in the country.\r\n\r\nTo assist Nouria in its ongoing expansion, CBX will provide a range of services, including the development of a store name and logo, car wash name and logo, store layout, and building exterior and interior design that encompasses graphic treatments, lighting, flooring and fixturing. The firm will also work with Nouria on developing a proprietary foodservice program that reflects the needs and tastes of its customers.\r\n\r\n\"Our challenge is to create a uniform brand identity and store design that can be executed across the entire network of locations, making them customer destinations and complementing the powerful fuel brands,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. \"The goal is to develop a number of store prototypes that can work with the company\'s diverse footprints, with the first grouping of next-generation locations expected to open before the end of the year.\"\r\n\r\nAccording to Bona, the new prototypes will be rolled out through a combination of renovations, re-builds and all-new, \'ground-up\' sites.\r\n\r\n\"We are very excited to team with CBX as we begin this journey,\" said El-Nemr, Nouria CEO and president. \"I\'m very confident that CBX\'s creative and c-store industry expertise make them the ideal partner as we work together toward our ultimate goal of better identifying and meeting the needs of our diverse and ever-changing customers.\"\r\n\r\nAs seen in:\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/nouria-energy-selects-cbx-c-store-design\" target=\"_blank\">CSpnet</a>\r\n<a href=\"http://www.csnews.com/industry-news-and-trends/corporate-store-operations/nouria-energy-eyes-new-branded-c-store-concept?cc=3\" target=\"_blank\">CSnews</a>\r\n<a href=\"http://insights.retailenvironments.org/2015/03/03/cbx-to-unify-brand-for-new-england-fuel-distributor/\" target=\"_blank\">A.R.E</a>\r\n<a href=\"http://www.griffinpublishing.net/c_c-store.php#c1\" target=\"_blank\">The Griffin Report</a>\r\n\r\n&nbsp;', 'Nouria Energy Selects CBX for C-Store Design Development', '', 'publish', 'open', 'open', '', 'nouria-energy-selects-cbx-for-c-store-design-development', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/nouria-energy-selects-cbx-for-c-store-design-development', 0, 'thinking', '', 0),
(2076, 4, '2015-03-06 17:24:23', '2015-03-06 17:24:23', '<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', '', 'publish', 'open', 'open', '', 'amway-haircare-rebranding-brings-global-appeal', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amway-haircare-rebranding-brings-global-appeal', 0, 'thinking', '', 0),
(2077, 0, '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 'Aloha_pressrelease_2012', '', 'inherit', 'open', 'closed', '', 'aloha_pressrelease_2012', '', '', '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 1732, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha_pressrelease_2012.jpg', 0, 'attachment', 'image/jpeg', 0),
(2078, 1, '2015-03-09 18:13:07', '2015-03-09 18:13:07', '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', '', 'publish', 'open', 'open', '', 'know-thyself-for-petroleum-brand-the-future-of-retail-is-about-looking-within', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/know-thyself-for-petroleum-brand-the-future-of-retail-is-about-looking-within', 0, 'thinking', '', 0);
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(2079, 4, '2015-03-12 14:48:38', '2015-03-12 14:48:38', '<strong>Petroleum Retailers Would Do Well to Focus Harder on Storytelling and the Customer Experience, Writes Veteran Design and Branding Consultant Joe Bona</strong>\r\nThe need to create and develop meaningful brand experiences is critical for retailers today, but petroleum companies in particular face these challenges when planning their stores of the future, writes Joseph Bona, president of Branded Environments for brand agency and retail design consultancy CBX, in a March 6 column for Oil &amp; Gas Monitor online.\r\n\r\n\"While 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,\" Bona writes. \"How, then, do you get people to purposefully drive past your competitors and spend their money with you?\"\r\n\r\nIn the column (\'Know Thyself\': For Petroleum Brands, The Future of Retail is About Looking Within), the veteran convenience store/fuel station designer highlights the role of the customer experience in cementing brand loyalty. He cites the examples of industry leaders such as Wawa, RaceTrac, Speedway, QuickTrip and Sheetz, all of which emphasize a brand-consistent customer journey.\r\n\r\n\"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,\" Bona writes.\r\n\r\nHe goes on to describe several ways in which petroleum companies can make both the fueling and c-store experiences feel brand-right and engaging, and invites readers to imagine what would happen if Richard Branson, the visionary 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,\" Bona writes.\r\n\r\nLike the individual words in a sentence, all elements of the fueling/c-store experience -- from the design of the canopies and pumps, to payment-processing interfaces, to the types of fuels available, to the look and feel of the store itself -- send messages to customers, he explains. \"Whatever the future brings in terms of technology, site configuration or anything else,\" Bona writes, \"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.\"\r\n\r\nThe full column is available <a href=\"http://www.oilgasmonitor.com/know-thyself-for-petroleum-brand-the-future-of-retail-is-about-looking-within/9030/\" target=\"_blank\">here</a>.\r\n\r\nAs seen in:\r\n\r\n<a href=\"http://www.petrolplaza.com/news/print/browse/MiZlbiYxODEwNiYmMSYzMCYx\" target=\"_blank\">Petrol Plaza</a>\r\n\r\n&nbsp;', 'CBX Expert: Petroleum Brands Need to \'Look Within\' and Modernize', '', 'publish', 'open', 'open', '', 'cbx-expert-petroleum-brands-need-to-look-within-and-modernize', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-petroleum-brands-need-to-look-within-and-modernize', 0, 'thinking', '', 0),
(2080, 4, '2015-03-12 15:49:09', '2015-03-12 15:49:09', 'An outdated graphic storyline dominates the baby products aisle: flawless photograph of happy babies and along with clinical imagery of safety and security. New packaging by CBX for The First Years brand seeks a change. “Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,” says Rick Barrack, Chief Creative Officer. “Instead, we worked with The First Years to do something refreshing for this category. We actually embraced the awesome — but at times messy and gritty — reality of the parenting journey.” The project, aimed at millennial parents, includes logos, fonts, selfie-style imagery that would seem at home on Facebook or Instagram, warm colors, as well as straight talk and irreverent copy. “Our goal was to bring some freshness and reality to a tired category,” says Willie Wilkov, CMO of TOMY International. “The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.”\r\nThe full article is available <a href=\"http://www.cbx.com/news/cbx-helps-the-first-years-rebrand-with-younger-moms-in-mind/\" target=\"_blank\">here</a>.', 'CBX Gets Messy with Millenials', '', 'publish', 'open', 'open', '', 'cbx-gets-messy-with-millenials', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-gets-messy-with-millenials', 0, 'thinking', '', 0),
(2081, 4, '2015-03-08 14:32:39', '2015-03-08 14:32:39', '<iframe src=\"//www.wnyc.org/widgets/ondemand_player/wnyc/#file=%2Faudio%2Fxspf%2F433824%2F\" width=\"600\" height=\"130\" frameborder=\"0\" scrolling=\"no\"></iframe>\r\nNot so long ago, ads for pads and tampons showed images of women in gauzy garments, doing yoga on the beach. Manufacturers left it to moms and big sisters to give young women \"the talk.\"\r\n\r\nToday, these brands speak to girls directly:\r\n\r\nAlways’ “#LikeAGirl” ad, featuring young women, ran in the last superbowl. “First Moon Party”, a humorous take on a girl’s wish to get her first period, got over 30 million views since it went up on YouTube last year.\r\n\r\n“It’s not surprising that it could be turned into something funny because it’s already something that I’m comfortable with,” said Willa, a 12-year-old Brooklynite.\r\n\r\nDirect talk and the rhetoric of female empowerment seem to be a good match for young women today. But when the product being advertised is clothing or makeup, it can raise questions.\r\n\r\nEmily Long, director of communication at The LAMP, a media-awareness organization for kids, said companies use soft-focus feminism to obscure the fact that a brand must play on a woman’s insecurities in order to sell product.\r\n\r\nShe cited Dove skincare, which has a selfie campaign for teens, and Aerie, which announced last year it would stop re-touching photos of its models.\r\n\r\n“It’s still a construction, “ Long said. “They’re still creating a shot, putting them in costumes and lighting and makeup. Just because they’re not going back over it later on with something like Photoshop doesn’t mean that it hasn’t been manipulated.”\r\n\r\nAerie says its ads are aimed at young women 15 and up. Pink by Victoria’s Secret, a rival clothing brand, says it focuses on “college-aged women”\r\n\r\nBut in fact both brands are popular with tweens, because they sell fashionable underwear that fits them.\r\n\r\nA recent study by EPM Communications put tween spending power at $43 billion.\r\n\r\nThe full article is available <a href=\"%20http://www.wnyc.org/story/what-brand-would-give-be-tween-girls-friend/\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'What a Brand Would Give to Be a Tween Girl’s Friend', '', 'publish', 'open', 'open', '', 'what-a-brand-would-give-to-be-a-tween-girls-friend', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-a-brand-would-give-to-be-a-tween-girls-friend', 0, 'thinking', '', 0),
(2082, 4, '2015-03-18 16:45:39', '2015-03-18 16:45:39', 'By David Weinberger\r\nInnovation ain’t easy. For starters, it requires something precious that all consumer product <a href=\"http://www.smartblogs.com/tag/brands\" target=\"_blank\">brands</a> must work hard to achieve — trust. And once that trust is finally won, brands naturally tend to stick with the relative safety of the known. Instead of leaping forward with profound innovations — which, after all, could inadvertently alienate those hard-won loyalists — they play it safe and move sideways.\r\n\r\nHow, then, can <a href=\"http://www.smartblogs.com/tag/cpg\" target=\"_blank\">CPG</a> brands innovate and meet consumer need even as they leverage their existing levels of consumer trust? Like I said, it ain’t easy. A case in point is the way in which <a href=\"http://smartblogs.com/tag/restaurant/\" target=\"_blank\">restaurant</a> brands like <a href=\"https://www.tgifridays.com/\" target=\"_blank\">TGI Fridays</a>, <a href=\"http://www.starbucks.com/\" target=\"_blank\">Starbucks,</a> <a href=\"http://www.nathansfamous.com/\" target=\"_blank\">Nathan’s Famous,</a> <a href=\"http://www.whitecastle.com/\" target=\"_blank\">White Castle</a> and <a href=\"http://www.chichis.com/\" target=\"_blank\">Chi Chis</a>, to name a few, offer iterations of their products in grocery stores. While these brands enjoy distinct advantages, many of these offerings can be found only in the frozen-food aisle, which makes delivering on expected product quality a challenge. Moreover, an important part of enjoying food in a restaurant is the experience and the environment: the servers, the music, the decor and the people you’re eating with. Like consumer trust, the experience that goes along with your brand bears a huge value. While I understand that such approaches can be hard to resist, I bet companies can push further.\r\n\r\nLet’s flip the tables — smart CPG brands can offer something new and innovative (while maintaining their consumers’ trust) by simply doing the reverse of the frozen spinoff. Instead of offloading your brand to an inert environment, you animate it in a brick-and-mortar setting replete with servers, decor, music and friends. Bear in mind, I’m not referring to flagships along the lines of <a href=\"http://www.mms.com/\" target=\"_blank\">M&amp;M’s Stores</a> or <a href=\"http://www.chobani.com/\" target=\"_blank\">Chobani Yogurt bars</a>, which are essentially write-offs that offer certain advantages but are under no real pressure to make money. I’m talking about investing in something innovative and profitable, with the potential to go big — I’m talking national or even international. The key is to figure out how to bring consumers an experience they can’t get by just buying your products at Dollar Tree, Shoprite or, heaven forbid, Amazon. Let’s transform these CPG brands into a destination.\r\n\r\n<a href=\"http://www.heinz.com/\" target=\"_blank\">Heinz</a> is an example of a company that could pull this off. Famous on six continents, the company has tremendous heritage, trust and awareness that it has yet to fully leverage. Heinz can start by taking advantage of three major food <a href=\"http://smartblogs.com/tag/consumer-trends/http://\" target=\"_blank\">trends.</a>\r\n\r\nStart with customization. Across the U.S., we see restaurants such as <a href=\"http://www.chipotle.com/en-US/default.aspx?type=default\" target=\"_blank\">Chipotle Mexican Grill</a> and <a href=\"http://www.subway.com/subwayroot/default.aspx\" target=\"_blank\">Subway</a> riding the <a href=\"http://www.smartblogs.com/tag/fast-casual\" target=\"_blank\">fast-casual</a> wave as they allow their fans to create their own meals. Another example of this is the rise of “fixin’s” bars in convenience stores such as <a href=\"https://www.maverik.com/\" target=\"_blank\">Maverik</a>, <a href=\"http://www.ampm.com/\" target=\"_blank\">ampm</a> and <a href=\"http://www.cornerstore4u.com/Home\" target=\"_blank\">Corner Store</a>.\r\n\r\nNext is the ongoing globalization of cuisine. From the coasts to Middle America and beyond, flavors are blending. Latin and Asian influences in particular are on trend, with chipotle and <a href=\"http://smartblogs.com/?cat=5853&amp;s=sriracha\" target=\"_blank\">Sriracha</a> popping up all over. Earlier this year, Heinz announced the release of a product that combines classic American ketchup with Sriracha, a flavor that used to be known only to epicures fond of browsing Asian grocery stores. It may be hard to find, but Heinz is touching on a big opportunity here.\r\n\r\nThe third trend is simple authenticity. Heinz has been around since 1869 and is one of the most trusted brands in the world. What kid doesn’t like ketchup?\r\n\r\nLeveraging this consumer trust and riding the tails of these three food trends, I believe that Heinz can move beyond line extensions and into the world of <a href=\"http://smartblogs.com/tag/food-retail/\" target=\"_blank\">retail</a> destinations, and break new ground — literally. Retail locations could help the Heinz brand truly own “customization of flavor.” Imagine walking into a fast-casual sandwich place called “Flavors 57.” Like the menus at Chipotle and Five Guys, the Flavors 57 menu would offer creative spins on burgers, dogs, hoagies, falafels, croque madames, banh mis, tortas, you name it. (Oh, and fries of course.) It would all be made in front of you with any fresh toppings you want. After you get your meal, you walk over to the “Heinz Saucing Station.” Fifty-seven sauces? Exactly. Take that Arby’s.\r\n\r\nThere would be 10 types of ketchup, branded mustard, mayo, relish, chutney, tahini, salsa, hot sauce, tartar sauce, cheese sauce, peanut sauce, steak sauce, secret sauce, Limited Time Only sauce and, of course, Awesome Sauce.\r\n\r\nThe idea here is not to spotlight Heinz, but to point to the potential of maximizing under-leveraged — but highly trusted — brands. One could say much the same for the likes of <a href=\"http://sabra.com/\" target=\"_blank\">Sabra</a>, <a href=\"http://www.applegate.com/\" target=\"_blank\">Applegate Farms</a>, <a href=\"https://www.kashi.com/\" target=\"_blank\">Kashi</a> and many more. If IKEA can serve meatballs, why can’t <a href=\"http://www.traderjoes.com/\" target=\"_blank\">Trader Joe’s</a> open its own QSRs?\r\n\r\n<a href=\"http://smartblogs.com/tag/innovation/\" target=\"_blank\">Innovation</a> ain’t easy. But it can come from anywhere. Even a tomato.\r\n\r\nThe full article is available <a href=\"http://smartblogs.com/food-and-beverage/2015/03/18/moving-from-on-the-shelf-to-on-the-street-rethinking-what-it-means-to-be-new-and-improved/\" target=\"_blank\">here</a>.', 'Rethinking branding, what it means to be “new and improved”', '', 'publish', 'open', 'open', '', 'rethinking-branding-what-it-means-to-be-new-and-improved', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rethinking-branding-what-it-means-to-be-new-and-improved', 0, 'thinking', '', 0),
(2083, 4, '2015-03-31 14:24:04', '2015-03-31 14:24:04', '<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', '', 'publish', 'open', 'open', '', 'cbx-helps-jazzercise-rebrand-with-focus-on-intensity-results', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-helps-jazzercise-rebrand-with-focus-on-intensity-results', 0, 'thinking', '', 0),
(2084, 4, '2015-03-31 20:55:38', '2015-03-31 20:55:38', 'Jazzercise president Shanna Missett Nelson, leads a class called Dance Mixx on Friday at the Jazzercise studios in Oceanside, California. — Eduardo Contreras\r\nOn a Friday morning, Iggy Azalea\'s \"Trouble\" blasts through a room filled with mostly women and a few men who are shaking their hips – and everything else – to the music.\r\n\r\nThis is not your mother\'s <a href=\"http://www.jazzercise.com/\" target=\"_blank\">Jazzercise</a>, and it\'s certainly not stuck in the 1980s. Instead of leotards, dancers are wearing Lululemon, and there\'s not a legwarmer or sweatband to be seen. But there is plenty of sweat. And where there used to be simple, low-impact movements like hip swivels, now there\'s a blend of kickboxing, Pilates and hip-hop moves.\r\n\r\n<iframe src=\"https://www.youtube.com/embed/Eqru4MtZJ1E\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\nThe 46-year-old fitness franchise headquartered in Carlsbad this year introduced a bold new logo, color scheme and advertising campaign to shake off its dated reputation and show people a modern, harder-edged Jazzercise that delivers results.\r\n\r\nIt is also rolling out a new menu of calorie-crushing classes as part of its \"You Think You Know Us But You Don\'t\" rebrand.\r\n\r\nThe goal is to abolish misguided and outdated stereotypes about Jazzercise, said Sandra Creamer, vice president of strategy at CBX, the New York agency that crafted the rebrand.\r\n\r\nThe new look, which also features cropped images of women\'s toned bodies while working out, is designed to show women that Jazzercise isn\'t all jazz, but it\'s also exercise that will help them slim down and tone up their muscles. At the same time, Jazzercise wants to show the world it has the stuff to compete with newer fitness concepts such as Zumba, kickboxing and Bokwa.</br>\r\n<strong>The revolution</strong>\r\n\r\nJazzercise was one of the first organized fitness concepts in the United States when professional dancer and choreographer Judi Sheppard Missett started teaching her dance-based workout classes in 1969. It started as a performance dance class, but Missett quickly realized her students were more interested in something less disciplined that would allow them to get fit while having fun.\r\n\r\nSo she turned them away from the mirror and started calling out simple steps while leading from the front of the room. That first class had 15 students, she said. The second class had 30, because everybody brought a friend. By the third meeting, the group of 60 had outgrown the room.\r\n\r\n\"That was kind of my \'ah-ha!\' moment,\" Missett said.\r\n\r\n<iframe src=\"https://www.youtube.com/embed/FYXiiYjV8U8\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\n<iframe src=\"https://www.youtube.com/embed/eP9T_7f1uCE\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\nShe didn\'t set out to turn her aerobic dance lessons into a business, but her classes kept growing and by the mid-80s, Jazzercise had helped spearhead a revolution that turned fitness into an organized industry boasting evangelical personalities like Richard Simmons and Jane Fonda.\r\n\r\nJazzercise was one of the first companies to market fitness as fun, and became one of the first fitness programs to train and franchise its instructors. It also pioneered on-site childcare for its members, making it easier for them to squeeze exercise into their busy lives.\r\n\r\n<iframe src=\"https://www.youtube.com/embed/Tgxvza2yhFw\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\n\"People were teaching group fitness classes for many years before that, but in the \'80s is when we saw it really take off, and Jazzercise was a very big part of that,\" said Jessica Matthews, senior adviser for Health and Fitness Education at the <a href=\"http://www.acefitness.org/\" target=\"_blank\">American Council on Exercise</a> based in San Diego. \"That\'s when you started to have this identified profession.\"\r\n\r\nACE, established in 1985, was the first to offer any sort of credential in the fitness industry, Matthews said, and its first credential was for aerobic dance instructors like those who taught Jazzercise.</br>\r\n<strong>The evolution</strong>\r\n\r\nJazzercise has since expanded into an estimated $100 million fitness empire boasting 8,300 franchisees teaching more than 32,000 classes per week in 32 countries around the world. It is now ranked No. 7 on Entrepreneur magazine\'s list of <a href=\"http://www.entrepreneur.com/franchises/jazzerciseinc/282474-0.html\" target=\"_blank\">Fastest-Growing Franchises </a>and No. 13 on its list of America’s Top Global Franchises.\r\n\r\nAlthough Jazzercise is practically a household name, Missett said that is a double-edged sword, because the name recognition often comes with an old-fashioned understanding of what Jazzercise is all about. So many people who think they know her company, she said, don\'t in fact know anything about the bass-thumping, heart-pumping classes it offers in 2015. Instead, they associate it with their mothers or grandmothers in the 1980s.\r\n\r\n\"Here\'s the thing: If we had stayed an \'80s program, we wouldn\'t be here today,\" said Missett, now 70 and still teaching classes.\r\n\r\nShe thrives on change, she explained, and works hard to keep a constant stream of new songs and choreography flowing to her instructors and franchisees. That helps keep both instructors and customers from getting bored.\r\n\r\nThe company, too, has evolved with their changing needs. For example, said Missett\'s daughter and company president Shanna Missett Nelson, Jazzercise has developed a variety of business models for its franchisees, whether they\'re just teaching as a hobby or want to turn Jazzercise into their livelihood.\r\n\r\nMatthews often jokes that fitness is like fashion, she said, with trends that die out and make a comeback, but Jazzercise seems to be an exception.\r\n\r\n\"It\'s not a surprise to me that Jazzercise and dance-based fitness formats continue to thrive after all these years, because quite honestly, most people don\'t equate dancing with exercise,\" she said.\r\n\r\nThat means they go to have fun, and the workout is a side benefit.</br>\r\n<strong>A new image</strong>\r\n\r\nBut that fun-first image is exactly what Jazzercise is trying to distance itself from, said Creamer from CBX.\r\n\r\nAlthough the fun of a dance party keeps the average Jazzercise customer coming to class for an impressive seven years, that\'s not what will get new people in the door for the first time, she explained. The fact that a customer can burn as many as 600 calories in one 60-minute session will.\r\n\r\nPeople are well aware of how entertaining Jazzercise can be, which is one reason some don\'t take it seriously. That perception, coupled with a growing attraction to more intense fitness concepts like boxing and CrossFit, has slowed Jazzercise\'s growth in recent years.\r\n\r\nThis new, harder-core image will help Jazzercise compete with that trend and appeal to a younger generation who want to fit exercise into their schedules, but won\'t bother unless they believe it\'s going to challenge them and deliver results.\r\n\r\nThe more aggressive, authoritative image, projected by phrases such as \"Our classes are way too hot for legwarmers\" and \"Our only throwback is our right hook,\" is what will get people to try Jazzercise for the first time, Creamer said.\r\n\r\nThe fact that it\'s enjoyable is what will keep them coming back – a challenge for most workout programs, but something Jazzercise excels at.\r\n\r\n\"If you\'re going to exercise, it\'s not about intensity, but continuity,\" Creamer said. \"They have a winning formula for that, and they just want to share that with more people.\"\r\n\r\nJazzercise unleashed its rebrand on Jan. 1, and Leah Castle, owner of the College Area franchise, said it led to a strong month for her business. Oddly, though, her new new customers weren\'t in the new target demographic of women in their 30s. Instead, they were mostly women in their late 40s.\r\n\r\nStill, she said, the new image was an important step for the company and its franchisees.\r\n\r\n\"I think it was needed, and I really think Jazzercise is on the right track,\" Castle said.\r\n\r\nThe full article is available <a href=\"http://www.utsandiego.com/news/2015/mar/31/jazzercise-80s-reputation-rebrand/?#article-copy\" target=\"_blank\">here.</a>', 'Jazzercise shakes off \'80s reputation', '', 'publish', 'open', 'open', '', 'jazzercise-shakes-off-80s-reputation', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jazzercise-shakes-off-80s-reputation', 0, 'thinking', '', 0),
(2085, 4, '2015-04-06 17:06:02', '2015-04-06 17:06:02', '<strong>CBX Open-Letter Ad in Advertising Age Asks Cannes Lions, CLIO &amp; Pencil Awards Programs To Begin Honoring Agencies For Naming Efforts</strong>\r\nIn a full-page, open-letter ad in today\'s edition of Advertising Age, the chief executive of branding agency CBX asked the Cannes Lions, CLIO and Pencil awards programs to begin honoring creative agencies for their work in naming or \'Verbal Identity.\'\r\n\r\nThe letter from Gregg S. Lipman, CEO and Managing Partner of the New York-based firm, reads as follows:\r\n\r\n<strong><em>To the esteemed Governing Bodies and Judging Committees of the Cannes Lions, CLIO, and Pencil Awards:</em></strong>\r\n\r\n<strong><em>Thank you. Your awards elevate an entire industry and celebrate the best and brightest in our field. They validate a job well done. But is it possible, perhaps, you may have forgotten something?</em></strong>\r\n\r\n<strong><em>What about Naming?</em></strong>\r\n\r\n<strong><em>On behalf of Branding &amp; Naming agencies everywhere, we humbly submit that you may want to consider the singular importance of Verbal Identity. It is the most enduring aspect of any brand; without it, there would be no identity at all. No big idea. No creative campaigns. No trophies in the lobby.</em></strong>\r\n\r\n<strong><em>Might we recognize this critical component to the marketing mix with an award as well?</em></strong>\r\n\r\n<strong><em>We could even create a clever name for it if you\'d like.</em></strong>\r\n\r\n<strong><em>Thanks so much,</em></strong>\r\n\r\n<strong><em>Gregg S. Lipman</em></strong>\r\n<strong> <em> ceo/managing partner</em></strong>\r\n<strong> <em> #whataboutnaming</em></strong>', 'What About Naming?', '', 'publish', 'open', 'open', '', 'what-about-naming', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-about-naming', 0, 'thinking', '', 0),
(2086, 1, '2015-04-15 15:40:42', '2015-04-15 15:40:42', '<strong>Global branding industry should do more to honor the most creative and successful naming and verbal identity projects, says Gregg S. Lipman, CEO of the New York-based brand agency.</strong>\r\nEach year naming experts at brand agencies across the globe spend countless hours working to develop verbal identities for a dizzying array of corporations, products and brands. And yet major industry awards programs continue to ignore the foundational role of naming in the brand-building process, said Gregg S. Lipman, CEO and Managing Partner of CBX, the New York-based brand agency and retail design consultancy.\r\n\r\n\"Nothing is as foundational to a brand as its name,\" Lipman said. \"So why don\'t programs like Cannes Lions and CLIO honor creative agencies for their work on naming? On behalf of all of those who value the critical role of verbal identity in the branding process, we at CBX are calling for a change.\"\r\n\r\nEarlier this month, CBX took out a full-page advertisement inAdvertising Age in which Lipman urged major industry awards programs to begin honoring creative agencies for their hard work and creativity in the naming arena. Verbal identity, Lipman noted, is the most enduring aspect of any brand and is therefore every bit as worthy of recognition, if not more so, as a visually attractive logo or clever ad campaign. \"Without verbal identity, there would be no identity at all,\" Lipman wrote. \"No big idea. No creative campaigns. No trophies in the lobby.\"\r\n\r\nSpecialists in CBX\'s Naming and Verbal Identity group have created hundreds of names from scratch for a raft of corporate, service and product brands. Recent examples include everything from corporate to consumer: Big Heart Pet Brands (the world\'s largest standalone pet food and snacks company); Brew York City (Duane Reade\'sgrowler bar brand); Nice (a Walgreens private label brand); and Topaz (an Irish fuel brand), to mention just a few. \"When they \'nail it\' and come up with the perfect name for a brand, naming experts at firms like CBX get plenty of recognition from clients, but to date there has been no way for them to receive formal recognition from their peers,\" Lipman said. \"This could be easily remedied, which is why we are taking the unusual step of publicly calling for the addition of awards categories for naming and verbal identity.\"\r\n\r\nLipman pointed to the importance of naming in other creative arenas—from Hollywood, to the music industry, to book publishing.\r\n\r\n\"There\'s a reason Ernest Hemingway agonized over the title of The Sun Also Rises; a far cry from its original title Fiesta. This was the quintessential novel of the Lost Generation, and so the title had to be perfect,\" Lipman said. \"What would have happened if \'The Beatles\' had stuck with \'The Quarrymen?\' After Prince changed his name to a visual symbol, he had to go back to \'Prince\' because no one knew what to call him anymore. Simply put, naming matters—and this is every bit as true in the world of branding as it is in other realms.\"\r\n\r\nThe wrong name is like an unstable foundation, whereas a strong verbal identity serves as a solid platform for great brand-building campaigns for years, decades or even centuries to come, Lipman added. \"Campaigns last only as long as the media buy, and even logos and fonts evolve and change with time,\" he said. \"Names endure. And you have one shot to get it right. They are often multigenerational. Your great-grandfather probably wore Levi\'s.\"', 'CBX Urges Wider Recognition Of Naming\'s Role In The Brand-Building Process', '', 'publish', 'open', 'open', '', 'cbx-urges-wider-recognition-of-namings-role-in-the-brand-building-process', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-urges-wider-recognition-of-namings-role-in-the-brand-building-process', 0, 'thinking', '', 0),
(2087, 1, '2015-04-21 14:10:24', '2015-04-21 14:10:24', 'Thousands of cliché images bombard us through all forms of media on a daily basis. Pristine babies smiling angelically at the camera; women doing cartwheels on the beach during their period; mom preparing a perfectly homemade dinner with a smile on her face. While these scenarios rarely reflect real life, marketers often rely on these images to reach their consumers. They do so because clichés are safe, and generally don’t make consumers feel uncomfortable. But, the question is, what are clichés really doing for your brand?\r\nAllison Koller, Creative Director at CBX, will explain why our society focuses so heavily on clichés, will dig into examples of brands successfully defying clichés, and will wrap up with key takeaways to apply to your own brand.', 'Get Real: Branding Beyond the Cliche', '', 'publish', 'open', 'open', '', 'get-real-branding-beyond-the-cliche', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/get-real-branding-beyond-the-cliche', 0, 'thinking', '', 0),
(2088, 1, '2015-04-21 15:25:41', '2015-04-21 15:25:41', '<strong>Formerly Known as Dice Holdings, Inc., DHI Group, Inc., Celebrates Its New Visual and Verbal Identity Today by Ringing the Closing Bell on the New York Stock Exchange</strong>\r\nAs DHI Group, Inc. (\"DHI\") rings the Closing Bell on the New York Stock Exchange today, it does so with a new visual and verbal identity created by CBX, the brand agency and retail design consultancy, in consultation with DHI.\r\n\r\nFormerly known as Dice Holdings, Inc., DHI is a leading provider of specialized websites and services for professional communities. With the help of CBX, the Company has rebranded as DHI and adopted a new logo that includes the brand-reinforcing tagline \"Delivering Hire Insights.\"\r\n\r\n\"We began as the Dice business nearly 25 years ago and have developed and expanded to serve multiple specialty verticals, with new products and services that will further expand our market opportunity. The name DHI better represents the evolution of our Company into a diverse portfolio of specialized websites and services that serve targeted constituents and are unified under one corporate umbrella,\" explained Michael Durney, DHI\'s President and CEO.\r\n\r\n\"For the new logo, CBX sought to create a symbol of reliability, trust and quality,\" said Rick Barrack, co-founder and Chief Creative Officer at CBX. \"We used proprietary, bold, uppercase letterforms to define the new brand mark. Running from the cross bar of the \'H\' and leading to the accent graphic over the \'I,\' the visual path we created in the logo calls to mind the upward trajectory showing positive results. It represents ambition, innovation, forward-thinking and setting new paths of opportunity.\"\r\n\r\n\"The new tagline -- \'Delivering Hire Insights\' -- complements this visual identity even as it evokes the human dimension of DHI\'s people-centric mission,\" Barrack said. \"The tagline defines what DHI is all about, and what it does for its clients and the professionals who use their services.\"\r\n\r\n\"With our new verbal and creative assets, DHI now has its own distinct identity, allowing our Dice brand to strengthen its position as the leading digital career resource,\" Durney noted. \"The name DHI and our new tagline more clearly reflect the globally unified company we have become.\"\r\n\r\n<strong>About DHI Group, Inc.</strong>\r\nDHI Group, Inc. is a leading provider of specialized websites and services for professional communities including technology and security clearance, financial services, energy, healthcare and hospitality. Our mission is to empower professionals and organizations to compete and win through specialized insights and relevant connections. Employers and recruiters use our websites and services to source and hire the most qualified professionals in select and highly-skilled occupations, while professionals use our websites and services to find the best employment opportunities in and most timely news and information about their respective areas of expertise. For almost 25 years, we have built our company on providing employers and recruiters with efficient access to high-quality, unique professional communities and offering the professionals in those communities access to highly-relevant career opportunities, news, tools and information. Today, we serve multiple markets primarily located throughout North America, Europe and the Asia Pacific region.', 'Leading Digital Provider for Professional Communities Rebrands as DHI Group, Inc. With Help From CBX', '', 'publish', 'open', 'open', '', 'leading-digital-provider-for-professional-communities-rebrands-as-dhi-group-inc-with-help-from-cbx', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/leading-digital-provider-for-professional-communities-rebrands-as-dhi-group-inc-with-help-from-cbx', 0, 'thinking', '', 0),
(2089, 0, '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 'Aloha_pressrelease_2012-1', '', 'inherit', 'open', 'closed', '', 'aloha_pressrelease_2012-1', '', '', '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 1732, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha_pressrelease_2012-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(2090, 0, '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 'AG-8275c', '', 'inherit', 'open', 'closed', '', 'ag-8275c', '', '', '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 1746, 'http://cbx.cappendev.com/app/uploads/2018/09/AG-8275c.jpg', 0, 'attachment', 'image/jpeg', 0),
(2091, 1, '2015-04-17 19:37:50', '2015-04-17 19:37:50', 'By Nancy Brown\r\nBrands need to explore new packaging strategies in the era of online delivery to keep consumers coming back for more.\r\n\r\nPackaging offers a way to establish brand identity and create personalized consumer experiences. But in the era of online delivery, shouldn’t brands do a lot more to give online shoppers more compelling and on brand packaging experiences—right on the consumer’s doorstep? In today’s economic environment, after all, brands are competing as much on the experiences they offer as the products they sell.\r\n\r\nWe all saw the numbers for the 2014 holiday season: more online purchases than ever. By 2018, nearly one-half of CPG growth—a total take of $35 billion in sales—will derive from online transactions, according to the Grocery Manufacturers Association. And more and more as e-commerce sales continue to take over the market, that classic moment of truth when shoppers first see your brand as it hangs on a hook or perches on a shelf will never happen. Instead, it will begin when they open the front door or a mailbox to find the product they have ordered in a box.\r\n\r\nThink about that for a moment. Innumerable Ph.D. theses have been written about the art and science of the consumer-product encounter at shelf. But how much time and effort is going into the experience of receiving and opening products ordered online, from a branding and packaging standpoint?\r\n\r\nAs more consumers transition from brick-and-mortar stores to e-commerce, brands will need to find new ways to improve the packaging experience at the doorstep. The goal should be to thrill consumers and keep them coming back for more.\r\n\r\nOnline retailers like Birchbox, Mantry and One Kings Lane are already taking creative approaches to the aesthetic and tactile experience of opening their packages at home. They represent a potential source of ideas and inspiration for ways in which other brands could improve upon their experience\r\n\r\nStart with a subscription to Birchbox. Consumers sign up for monthly deliveries of sample-sized beauty, grooming and lifestyle products, tailored to a personalized style profile. The goal? To give people access to a variety of products—cult brands, up-and-coming lines and everything in between—and to gain loyal consumers through an inspirational monthly subscription service. The monthly deliveries arrive in brightly colored shipper boxes (see photo above), which function as a Pavlovian cue to make consumers say, “Fantastic! My Birchbox is here!” Every detail within the box is beautifully designed to feel like a gift. There are pouches within boxes, cleverly written letters to consumers and straight shooting product descriptions. Different themes every month add to the delight and surprise of the deliveries. Summer boxes come with sunscreen and tips for staying cool and fresh looking, while winter boxes share tips on skin hydration. Some boxes even come with promotional campaigns like this April’s tie in with the finale of Mad Men. Each month offers something unique while providing a cohesive brand experience. In turn, those charming monthly deliveries drive further sales for the company and breed loyal consumers.\r\n\r\nMantry bills itself as offering curated craft, artisan and small-batch food and beverages targeted to fit the modern man’s lifestyle. The company’s eye-catching packaging was inspired by prohibition-era liquor crates. The products are shipped in a literal crate, the tops of which are nailed shut, and consumers immediately feel like they’re about to make something with their own two hands. Each month, Mantry subscribers pry off the lids to unveil the surprise products within. “The core goal of the service is to help guys discover the undiscovered makers doing amazing things in food and drink,” the company says.\r\n\r\nLastly, One Kings Lane, a flash-sale home decor business that operates a furniture and home accessories sales website, redesigned its packaging with the goal of “taking the brown box and making it a little more special.”\r\n\r\nRather than opening a nondescript box, a One Kings Lane consumer might find a package with a hand-drawn elephant on the outside and a printed motif lining the inside, a ribbon-tied box filled with artisan soap bars wrapped in wax paper or even a “thank you” note as the first interaction with the brand once the box is opened. These unique details are reminiscent of the amount of love and attention that their consumers put into decorating their homes. The fact that each package is slightly unique encourages consumers to continue ordering from One Kings Lane, because each experience is sure to be surprising and delightful every time.\r\n\r\nAs marketers move forward with new approaches rooted in the reality of e-commerce, they should consider making the tactile joy of receiving and opening packages a fundamental consideration. The biggest trap that big brands can fall into is clinging to strategies that worked great offline but simply don’t hold up online.\r\n\r\nSo, could other brands, including those with a more mass-market appeal—potentially the Amazons and Macy’s of the world—change their online packaging experience? Possibilities run the gamut: Try sending small assortments of samples or other free gifts related to the consumer’s purchase or designing a visually engaging shipping box. For multi-channel retailers, the point is to delight online shoppers just as much, if not more, as their brick-and-mortar consumers. Just because the shelf doesn’t play a role in the e-commerce equation does not mean that packaging loses its importance.\r\n\r\nWhen people shop online, they are rarely looking to duplicate the in-store experience. They expect something different. Let’s start giving it to them.', 'The Power of Packaging at the Doorstep', '', 'publish', 'open', 'open', '', 'the-power-of-packaging-at-the-doorstep', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-power-of-packaging-at-the-doorstep', 0, 'thinking', '', 0),
(2092, 0, '2018-09-27 16:53:23', '2018-09-27 16:53:23', '', 'GOODDELISH-LEMONADE', '', 'inherit', 'open', 'closed', '', 'gooddelish-lemonade', '', '', '2018-09-27 16:53:23', '2018-09-27 16:53:23', '', 1763, 'http://cbx.cappendev.com/app/uploads/2018/09/GOODDELISH-LEMONADE.jpg', 0, 'attachment', 'image/jpeg', 0);
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(2093, 1, '2015-04-28 22:15:36', '2015-04-28 22:15:36', 'The concept cars unveiled at major auto shows always seem a bit “out there.” But by making a practice of radically rethinking their products, global car makers have learned to unleash their creativity and position themselves for the future.\r\nAre chain drug stores doing the same? How much time and money does the industry spend envisioning radical, out-there, seemingly impractical prototype stores — metaphorical “concept cars” that could ultimately exert real, paradigm-shifting influence years or decades down the line?\r\n\r\nWhen it comes to the already lagging front of the store in particular, the industry would do well to entertain the possibility of radical shifts that would amount to an overthrow of the current, convenience-oriented model.\r\n\r\nWhat could replace that current model?\r\n\r\nWhen they aren’t ordering stuff online, both baby boomers and Millennials are keenly interested in health and wellness — a trend that is likely to gather steam with time. Indeed, the definition of health and wellness is expanding to encompass an ever-wider circle of both products and services.\r\n\r\nFor example, people will continue to embrace the notion that food is medicine, and that community is essential to both health and well-being. For nationwide drug store chains, then, this all spells potential opportunity.\r\n\r\nAnd so one strong possibility is a front of the store in which the focus is on curating a bigger message around health and wellness. Arguably, such a focus would be more on-brand and relevant, because drug stores are all about consumers taking better care of themselves.\r\n\r\nFrom CVS Health boldly and bravely ditching cigarettes to Rite Aid launching its wellness ambassadors program, the industry has taken its first steps in this direction anyway.\r\n\r\nWhat would a huge leap look like? If a national drug store chain were to launch a prototype that took health and wellness even more seriously, one approach would be to focus on four fundamentals: footfall (how to get more people in the front door), frequency (how to get them in the front door more often), relevance (selling things that matter to consumers) and brand consistency (offering on-brand products and services that are connected to a healthy lifestyle).\r\n\r\nWith respect to brand consistency, the Drug Store of the Future could offer products that reflect a more elevated consciousness. For example, candy and high-sugar drinks would play a less prominent role, and the store’s business plan would not include tempting shoppers with chocolate at every possible turn.\r\n\r\nSigns already point to the growing numbers of consumers who are rejecting sugared drinks in favor of bottled water and other healthier options; the prototype store would have a deep selection of artisanal waters, unsweetened teas and the like.\r\n\r\nThe prototype would also place far less emphasis on the commoditized products — anything from Styrofoam coolers to lawn chairs to low-end electronics — that formerly gobbled up square footage at the front of the store. This type of merchandise has nothing to do with health and wellness. If it is already omnipresent at dollar stores, discounters, convenience stores and in other retail channels, how much more available will it be in the future?\r\n\r\nAnd so the front of the store will no longer be reminiscent of Dollar Tree or a c-store. Instead, it will have polished wood floors and call to mind the supplements section at Whole Foods Market.\r\n\r\nThe pharmacy would still offer flu shots, but the preventive medicine clinic would do brisk business as well, in part because of revolutions that will make diagnostic tools and techniques cheaper and more portable.In fact, given all the research proving the health benefits of societal engagement, the prototype might even include a small community room, perhaps adjacent to the pharmacy/clinic. You could look through the oversize windows and see that an on-brand yoga class is in full swing. What’s on the schedule for tomorrow? Massage.\r\n\r\nOn the food front, it isn’t too hard to imagine a high counter that has a juice bar that offers customizable, kale-infused concoctions. Shoppers may also find a display at the front of the store that features organic, zero-sugar and antioxidant-rich pomegranate juice. It’s right next to the big display of anti-inflammatory turmeric supplements. Does the store have cashew nuts? Sure. But they’re dry-roasted and organic. You may even find a tilt table with some fresh organic produce from local farms.\r\n\r\nBear in mind that chain drug stores are already in the food business. Shifting into a higher orbit with more healthful offerings might be a stretch, but it is not beyond the realm of possibility. We are already seeing urban fresh format stores that are designed to combat food deserts.\r\n\r\nTechnology would be an integral part of the store as well. Say you’re a member of a rewards program. When the RFID scanner detects your phone, you could receive a text that gives you the option of downloading a free article on nutrition or on high-intensity fitness, or maybe a digital recording of a stress-reducing guided meditation. It would be the health and wellness equivalent of the free MP3 downloads that Starbucks offers to its loyalists.\r\n\r\nThe store’s exterior could also reflect the growing opinion that a healthier planet is a healthier you. That could mean lots of e-vehicle charging stations in the parking lot — all of them topped, of course, with solar panels — as well as rain barrels here and there outside and maybe even a rooftop garden and “living wall” covered in greenery.\r\n\r\nInside and out, the idea here is to shoot for a future in which consumers think of you first whenever they contemplate anything related to health and wellness. After all, that is your niche. So that might mean a product offering that includes things that might seem unthinkably impractical today such as organic cotton yoga pants or expensive fitness-tracking gizmos from the Quantified Self movement.\r\n\r\nToday, drug stores are full of merchandise that dilutes or even harms their brands, which is precisely why CVS Health kicked tobacco to the curb. And yet drug stores have just as much of a brand to uphold as all of the brands they carry.\r\n\r\nIf American society becomes increasingly focused on health and wellness, as it appears likely to do, then why not try to bring about a future in which consumers strongly associate national drug stores with their health and wellness needs? Why cede this territory to the likes of Whole Foods, which could never achieve the geographic market penetration of a CVS or Walgreens?\r\n\r\nFar-out prototypes rarely go to market as is, but they can and do lead to new ideas and incremental changes that, over time, translate into competitive advantages for chain drug retailers in the real world. The industry has already identified a need to reinvigorate the front of the store and carve out a stronger identity for itself in a world of both channel blurring and commoditization. Pushing prototypes past what might seem possible or practical is one way to shift that quest into overdrive.\r\n\r\nOriginally printed in <a href=\"http://www.chaindrugreview.com/envisioning-the-drug-store-of-the-future/\" target=\"_blank\">Chain Drug Review</a>', 'Envisioning the ‘drug store of the future’', '', 'publish', 'open', 'open', '', 'envisioning-the-drug-store-of-the-future', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/envisioning-the-drug-store-of-the-future', 0, 'thinking', '', 0),
(2094, 1, '2015-04-30 19:14:34', '2015-04-30 19:14:34', 'By Joseph Bona\r\nLet’s say a burglar breaks into your hotel room and steals your laptop, iPad, car keys, briefcase, passport and more. What does it say about you if you can’t stop thinking about how the whole nightmarish event was such an epic fail on the branding front?\r\n\r\nI guess it means I’ve been at this branding business for a long time. Let me explain. On a business trip to San Antonio a few weeks ago, I was staying at a seemingly nice, albeit lower-end, hotel bearing the name of one of the top three chains. When I returned from dinner one evening, I noticed my laptop was not on the desk where I had left it. My heart leaped out of my chest when I saw that my briefcase was gone, too. Had I put anything in the safe? Impossible; there was no safe in the room.\r\n\r\nI went downstairs and told the staff. They called the police, who showed me how the door had been jimmied, and pointed out the lack of a standard-issue security plate . As a result, it had been easy for the burglar to compromise the lock by cramming something in between the door and doorjamb. Well, at least they probably filmed the guy on the interior hallway cameras, right? No cameras.\r\n\r\nThe staff phoned the manager. Would he be coming in to create a strong sense that the hotel was deeply concerned about this rare breach of security? Nope. How about a real-time call in which the manager said, “Mr. Guest, I am sorry this happened.” Didn’t happen. And would it surprise you to learn the hotel’s insurance company later tried to browbeat me into putting it all on my homeowner’s insurance?\r\n\r\nWhen brands interact with people, they do so at a wide range of touch points, far beyond the brand name and physical appearance of the hotel.\r\n\r\nWhen your guest can’t find her child at the swimming pool, has a medical emergency, or has her hotel room burglarized, these, too, are critical touch points.\r\n\r\nIt is a fatal flaw for a company to put time, effort and money into routine customer-facing brand impressions, while ignoring the customer experience during inevitable adverse events. At lower-end properties, consumers will not expect a Ritz-Carlton mint on the pillow. However, things like basic security precautions and an empowered and well-trained manager are the price of entry, especially if you plaster a well-respected brand name on the hotel.\r\n\r\nHumans are emotional creatures, and a brand is intended to connect on an emotional level. If I had been able to talk with the manager on the phone right after the burglary, my primary expression of anguish would not have been about the loss of my belongings. Instead, I would have talked about how the burglar had made off with the gifts that my wife had given me 25 years ago. Silly as it might sound, some words of empathy and concern from the manager at that time would have made me feel more appreciated by the brand I was once loyal to. Later, when the manager called up and offered me 10,000 loyalty points, it was too little, too late.\r\n\r\nI couldn’t have cared less about the monetary value involved here. For me, the problem was the seeming callousness on the part of the company in response to the break-in. From a branding perspective, this hotel fell down on the job at all of the post-event touch points. Instead of disregarding my concerns, the brand could have had guidelines in place in order to show compassion and sympathy. This would have demonstrated its seriousness about keeping my business and maintaining my brand loyalty. And by the way, think of what happens when you poorly handle such things in today’s social media environment, where your customers can update thousands of people on your brand’s shortcomings, live.\r\n\r\nIf your customers aren’t going to be surprised and impressed with how well you handle adversity, you need to think harder about the potential negative effects this could have on your brand over time. At the end of the day, companies must deliver and execute against all the promises — explicit and implicit — behind a brand.', 'How A Hotel Burglar Stole My iPad - And My Brand Loyalty', '', 'publish', 'open', 'open', '', 'how-a-hotel-burglar-stole-my-ipad-and-my-brand-loyalty', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-a-hotel-burglar-stole-my-ipad-and-my-brand-loyalty', 0, 'thinking', '', 0),
(2095, 0, '2018-09-27 16:53:24', '2018-09-27 16:53:24', '', 'SCOTTS_snaplineup', '', 'inherit', 'open', 'closed', '', 'scotts_snaplineup', '', '', '2018-09-27 16:53:24', '2018-09-27 16:53:24', '', 1769, 'http://cbx.cappendev.com/app/uploads/2018/09/SCOTTS_snaplineup.jpg', 0, 'attachment', 'image/jpeg', 0),
(2096, 1, '2015-05-04 14:34:06', '2015-05-04 14:34:06', 'Congratulations, Dave Weinberger – Vice President and Engagement Director, for being recognized as one of 40 under 40.\r\nAs a branding and identity specialist, Weinberger leads interdisciplinary teams on retail, corporate and consumer initiatives. His leadership and teams have been instrumental in helping craft strong design initiatives for brands like Duane Reade, Chase and The Home Depot. Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina. He frequently writes for industry publications and blogs about retail and branding trends.\r\n\r\nMy favorite place to shop is: The Lego Store.\r\nThoughts on mentoring: Coaching kids teaches you how to coach adults.\r\n\r\n<a href=\"http://www.designretailonline.com/displayanddesignideas/content_images/40under40_layout.pdf\" target=\"_blank\">See the other winners here.</a>', 'design:retail announces 40 under 40', '', 'publish', 'open', 'open', '', 'designretail-announces-40-under-40', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/designretail-announces-40-under-40', 0, 'thinking', '', 0),
(2097, 1, '2015-05-05 14:17:54', '2015-05-05 14:17:54', 'Tonya Garrett has joined brand agency and retail design consultancy CBX as Vice President, Client Services Group Director.\r\nIn her position, Garrett will be responsible for directing the firm\'s client services team, including the advisement of clients, growth of relationships and management of projects. She reports to Satoru Wakeshima, Senior VP, General Manager.\r\n\r\nGarrett comes to CBX with more than 18 years of digital marketing, management consulting and P&amp;L experience, most recently as Managing Director/NY Market Lead at Proof Integrated Communications/Burson-Marsteller Company. In that position, she was responsible for leading the New York office\'s P&amp;L and operations to deliver digital campaigns from research, creative and technical execution.\r\n\r\nFrom 2010 to 2013, Garrett was a Managing Director at JWT, a global full-service employee relationship marketing agency focused on recruitment advertising, employer branding, strategy and internal communications. Prior positions included Client Engagement Director at global digital marketing agency Razorfish; Director of Project Management/Account Director and Director of Operations and Delivery at Omnicom\'s Agency.com; and a Senior Consultant at Accenture, where she began her career in 1996.\r\n\r\n\"Tonya\'s diverse experience and outstanding track record position her as exceptionally qualified to lead teams across our organization,\" said Wakeshima. \"I\'m confident that her passion, vision and comprehensive thinking will help us continue to drive cohesive branding solutions for our clients, with measurable results. Additionally, our clients and teams will really enjoy working with Tonya -- she\'s a great cultural fit for CBX. I\'m very excited to have her join our senior leadership and look forward to an exciting future together.\"\r\n\r\nGregg Lipman, the firm\'s CEO/Managing Partner, added: \"Tonya\'s addition to the team underscores CBX\'s commitment to a rapidly changing marketplace in which clients with thinner resources rely on firms like us to offer the breadth and depth of services to fulfill their unique needs, and be proactive business partners in the process. With her vast experience, Tonya Garrett will be a catalyst to ensure CBX is at the forefront of that change.\"\r\n\r\nGarrett, a resident of New York City, earned an M.B.A. from Duke University\'s Fuqua School of Business and a Bachelor of Business Administration, Finance and Accounting, from the University of Oklahoma.\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.bizjournals.com/newyork/potmsearch/detail/submission/4620531/Tonya_Garrett?l=&amp;time=&amp;ind=&amp;type=&amp;ro=6\" target=\"_blank\">New York Business Journal</a>\r\n\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Documents/CBXPR050515.pdf\" target=\"_blank\">NACS Online</a>', 'Tonya Garrett Joins CBX as VP, Client Services Group Director', '', 'publish', 'open', 'open', '', 'tonya-garrett-joins-cbx-as-vp-client-services-group-director', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/tonya-garrett-joins-cbx-as-vp-client-services-group-director', 0, 'thinking', '', 0),
(2098, 1, '2015-05-07 15:20:37', '2015-05-07 15:20:37', '<strong>Creating metaphorical \'concept cars\' is a way for drugstore brands to unleash their creativity and position themselves for the future, retail design veteran Joseph Bona advises.</strong>\r\nChain drug stores should position themselves for the future by experimenting with paradigm-busting store prototypes that rethink business-as-usual approaches, writes Joseph Bona, President of Branded Environments for brand agency CBX, in the April 27 edition of Chain Drug Review.\r\n\r\nIn the column, the retail design veteran likens creative store prototypes to the unimaginable concept cars unveiled every year at major auto shows. \"By making a practice of radically rethinking their products, global carmakers have learned to unleash their creativity and position themselves for the future,\" Bona observes. \"Are chain drug stores doing the same?\"\r\n\r\nThe point is to generate new ideas that could ultimately exert real influence years or decades down the line, regardless of how impractical those ideas might seem today, Bona explains. When it comes to the already lagging front of the store in particular, he writes, the industry might rethink the current, convenience-oriented model by focusing more narrowly on health and wellness in ways that bolster the retailer\'s brand-promise.\r\n\r\n\"Drug stores are all about consumers taking better care of themselves,\" Bona writes. \"The \'Drug Store of the Future\' could offer products that reflect a more elevated consciousness.\"\r\n\r\nFor example, in the future, chain drug store staples like candy, high-sugar drinks, lawn chairs, Styrofoam coolers, low-end electronics and other space-clogging, commoditized products may be downplayed or eliminated altogether. Instead, the prototype could add healthy elements such as a preventive medicine clinic, an organic juice bar, a wide selection of artisanal waters, FitBit-style gizmos and even a pick-up area for farm-to-table produce, Bona writes. The store might also include a small community room for yoga classes, massages and other services.\r\n\r\nIn turn, shopper rewards programs might include free downloads of articles on nutrition or high-intensity fitness, or a digital recording of a stress-reducing guided meditation.\r\n\r\n\"Today, drugstores are full of merchandise that dilutes or even harms their brands, which is precisely why CVS kicked tobacco to the curb,\" he notes. \"If American society becomes increasingly focused on health and wellness, then why not try to bring about a future in which consumers strongly associate national drugstores with their health and wellness needs? Why cede this territory to the likes of Whole Foods, which could never achieve the geographic market penetration of a CVS or Walgreens?\"\r\n\r\nWhile \"far-out\" prototypes rarely go to market in full form, Bona writes in the conclusion to the piece, \"they can and do lead to new ideas and incremental changes that, over time, translate into competitive advantages for chain drug retailers in the real world.\"\r\n\r\n<a href=\"http://www.chaindrugreview.com/envisioning-the-drug-store-of-the-future/\" target=\"_blank\">The full article is available here.</a>\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/drug-store-future-should-not-compete-c-stores\" target=\"_blank\">CSPnet</a>\r\n\r\n<a href=\"http://insights.retailenvironments.org/2015/05/14/cbx-expert-national-drug-chains-should-go-boldly-into-the-future/\" target=\"_blank\">A.R.E.</a>', 'CBX Expert: National Drug Chains Should Go Boldly Into The Future With \'Out-There\' Store Prototypes Focused On Health & Wellness', '', 'publish', 'open', 'open', '', 'cbx-expert-national-drug-chains-should-go-boldly-into-the-future-with-out-there-store-prototypes-focused-on-health-wellness', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-national-drug-chains-should-go-boldly-into-the-future-with-out-there-store-prototypes-focused-on-health-wellness', 0, 'thinking', '', 0),
(2099, 1, '2015-05-06 20:32:23', '2015-05-06 20:32:23', 'The London International Awards (LIA) has announced the addition of the \'Verbal Identity\' category to its 2015 Design competition.\r\nThe introduction of the category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX.\r\n\r\nWith major industry awards programs continually ignoring the foundational role of naming in the brand-building process, CBX launched the \'What About Naming?\' campaign. CBX quite rightly believes that more should be done to honor the most creative and successful naming and verbal identity projects.\r\nOn April 6th, CBX carried out a full-page advertisement in Advertising Age that targeted the industry\'s award shows. Although it was not directed at LIA, the advertisement thanked the awards for validating a job well done but then pointed out that maybe they\'d forgotten something, and asked the question: \'What About Naming?\'\r\n\r\nSays Barbara Levy, founder of LIA: \"When I read the ad that CBX took in Advertising Age, although the ad wasn\'t directed at us, we realized that LIA needed to take action. As LIA has become one of the most progressive festivals and continuously works with the industry on what they need changed, we decided that we would respond and work with CBX to award this forgotten category. We immediately got in touch with CBX and partnered with them to define the category so that LIA could add it to our 2015 competition.\"\r\n\r\nCBX revealed in a statement that \"LIA acted fast to reach out to us in response to our campaign to promote industry recognition for naming and verbal identity. We were thrilled to learn that our vision will become a reality at LIA\'s 2015 awards festival.\"\r\n\r\nLIA recognize that Verbal Identity is an important part of developing a consumer brand and that there is an obvious gap in the awards festival for a Naming &amp; Branding category. LIA took CBX\'s \'What About Naming?\' campaign as invitation to fill this gap.\r\n\r\nLIA and CBX will continue to work together to ensure that the new Design category is exactly what Naming &amp; Branding agencies require. Rick Barrack, chief creative officer/founding partner of CBX, will judge the category.\r\n\r\nSays Gregg Lipman, CEO/managing partner of CBX on why \'Verbal Identity\' is so important: \"You will never talk about your brand without using the name. Unlike the tagline or logo, it\'s the one touch-point that follows every single interaction with the brand. In written or verbal conversation, the name is always part of the dialogue. Simply put, your brand name follows you wherever you go.\"\r\n\r\nSays Barrack: \"People are often afraid to reward things until they know they are a success. Part of the issue is that language is universal. Most people aren\'t afraid to admit they can\'t design, so outsourcing design is acceptable. Language is different. Everyone speaks, so it seems like anyone could name a brand. But the reality is, naming a brand presents serious trademark, linguistic and strategic challenges that need to be addressed by professionals.\"\r\n\r\nAny company or individual, including clients, that are involved in the long-term verbal assets (naming or re-naming) of the brand are eligible to enter into the \'Verbal Identity\' category.\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November. For more information on submissions and eligibility please visit http://www.liaawards.com/enter/eligibility/.\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.bizcommunity.com/Article/223/12/128021.html\" target=\"_blank\">Bizcommunity.com</a>\r\n\r\n<a href=\"http://www.bestmediainfo.com/2015/05/lia-introduces-verbal-identity-category-to-design-competition/\" target=\"_blank\">Best Media Info</a>\r\n\r\n<a href=\"http://www.mediapost.com/publications/article/249435/naming-agency-that-begged-cannes-clio-pencil-to.html\" target=\"_blank\">MediaPost</a>\r\n\r\n<a href=\"http://www.campaignbrief.com/2015/05/lia-becomes-first-awards-festi.html\" target=\"_blank\">Campaign Brief</a>', 'LIA becomes first awards festival to introduce \'Verbal Identity\' category to Design competition', '', 'publish', 'open', 'open', '', 'lia-becomes-first-awards-festival-to-introduce-verbal-identity-category-to-design-competition', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lia-becomes-first-awards-festival-to-introduce-verbal-identity-category-to-design-competition', 0, 'thinking', '', 0),
(2100, 1, '2018-09-27 17:58:04', '0000-00-00 00:00:00', 'Dave Weinberger, vice president and engagement director at brand agency and retail design consultancy CBX, was named to design:retail magazine\'s \'40 Under 40\' list of the top young professionals in the retail design community.A branding and identity expert, Weinberger leads interdisciplinary teams at CBX on retail, consumer and corporate initiatives. \"His leadership and teams have been instrumental in helping craft strong initiatives for brands like Duane Reade, Chase and The Home Depot,\" the magazine writes in its May 2015 issue. \"Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina.\"\r\nIn addition to the aforementioned brands, over the course of his career at CBX and other global branding agencies, Weinberger has designed and directed programs around the world for such major corporations as Sunoco, BP, PKN Orlen, Marriott, Statoil, Kimberly-Clark, Quintiles, General Motors, and Western Union.\r\nWeinberger\'s work and writing have been featured in numerous publications, blogs and books. He has won multiple creative awards and been invited to speak before several university, industry and professional groups.\r\n\"I\'m thrilled that Dave has been recognized by the design community as one of the next generation of design leaders,\" said Joseph Bona, President of Branded Environments at CBX. \"Having worked with Dave across many different geographies and cultures, I\'ve seen him develop into a true student of the world, learning how to adapt and respond to a wide variety of unique creative challenges. His passion for design and positive team approach provides inspiration and guidance to the generation behind him, and lays the foundation for his continued growth and creative leadership for years to come.\"', 'CBX V.P. Dave Weinberger Named to design:retail\'s \'40 Under 40\'', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2100', 0, 'thinking', '', 0),
(2101, 1, '2015-05-13 16:25:51', '2015-05-13 16:25:51', 'Dave Weinberger, vice president and engagement director at brand agency and retail design consultancy CBX, was named to design:retail magazine\'s \'40 Under 40\' list of the top young professionals in the retail design community.\r\nA branding and identity expert, Weinberger leads interdisciplinary teams at CBX on retail, consumer and corporate initiatives. \"His leadership and teams have been instrumental in helping craft strong initiatives for brands like Duane Reade, Chase and The Home Depot,\" the magazine writes in its May 2015 issue. \"Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina.\"\r\n\r\nIn addition to the aforementioned brands, over the course of his career at CBX and other global branding agencies, Weinberger has designed and directed programs around the world for such major corporations as Sunoco, BP, PKN Orlen, Marriott, Statoil, Kimberly-Clark, Quintiles, General Motors, and Western Union.\r\n\r\nWeinberger\'s work and writing have been featured in numerous publications, blogs and books. He has won multiple creative awards and been invited to speak before several university, industry and professional groups.\r\n\r\n\"I\'m thrilled that Dave has been recognized by the design community as one of the next generation of design leaders,\" said Joseph Bona, President of Branded Environments at CBX. \"Having worked with Dave across many different geographies and cultures, I\'ve seen him develop into a true student of the world, learning how to adapt and respond to a wide variety of unique creative challenges. His passion for design and positive team approach provides inspiration and guidance to the generation behind him, and lays the foundation for his continued growth and creative leadership for years to come.\"', 'CBX V.P. Dave Weinberger Named to design:retail\'s 40 Under 40', '', 'publish', 'open', 'open', '', 'cbx-v-p-dave-weinberger-named-to-designretails-40-under-40', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-v-p-dave-weinberger-named-to-designretails-40-under-40', 0, 'thinking', '', 0),
(2102, 1, '2015-05-15 16:11:30', '2015-05-15 16:11:30', 'Dustin Longstreth doesn’t believe you should just build brands – it’s about relationships, too. Ask the VP and strategy group director for New York City branding agency CBX, and he’ll tell you that connecting with people in this ever-evolving world of branding is the true key to success today. For the last 10 years, Longstreth has helped innovate and re-energize consumer-facing and internal brands such Del Monte, General Mills, PepsiCo, Scotts Miracle-Gro and Arby’s. Here he shares some secrets on the art of branding today.\r\n<strong>What’s happening in the branding world today?</strong>\r\nThe biggest shift is in the nature of media. We now live in a 24/7, always-on world, where media is a means of utility and connection. As a brand, you must move past the “if all assets look consistent, I have a brand,” to a cohesion of actions and behaviors. Today, brands are as brands do – it’s all about the actions you take to fulfill its purpose and make life better for the people it seeks to serve. Stop obsessing about standing out and focus instead on leading, delivering value and being understood. The greater clarity you have about why you do what you do, the more you understand the needs and motivations of your constituents and the value you bring. This will help you stand out from the cacophony of meaningless platitudes and make it easier for your constituents to “pick” you.\r\n\r\n<strong>Is it possible to stand out today?</strong>\r\n\r\nYes, but only if you have a clarity of purpose. Historically, brands only needed to ensure the consistency of a message and an image across a limited number of mediums (print, TV, retail, etc.). In today’s digital world, the number of mediums is exponentially more, and the nature of those mediums is fundamentally different. It’s more about engaging in a conversation and providing utility than simply blasting a message. Therefore, coherence of behavior and action becomes just as important, if not more, than consistency of image. Clarity of purpose is the thread that provides the necessary coherence of behavior and actions.\r\n\r\n<strong>How important is it to be agile today?</strong>\r\n\r\nAgility – size, speed, positioning, benefits, style – is the single most sustainable competitive advantage for brands today. Agility is defined as the power of moving quickly and easily. Being nimble. It’s the ability to think and draw conclusions quickly. For brands, the flat, hyper-connected world is more reflective of pickup ball at the playground than the controlled environments of league play. The brands that can thrive in this new environment, the brands with agility, will win.', 'On point with... Dustin Longstreth', '', 'publish', 'open', 'open', '', 'on-point-with-dustin-longstreth', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/on-point-with-dustin-longstreth', 0, 'thinking', '', 0),
(2103, 1, '2015-05-18 13:41:33', '2015-05-18 13:41:33', 'Alibaba is once again in the hot seat facing allegations of supporting the sale of counterfeit goods on its sites. The issue has been a thorn in its side this year and is one of the reasons the stock has not been performing well. It\'s now facing a lawsuit from the owner of some of the world\'s top brands. CCTV America\'s Karina Huber filed this report from New York.\r\n<a href=\"http://bit.ly/1KiE8J0\" target=\"_blank\">Watch Maryann Stump, VP Strategy Director, comment on the affects of counterfeiting on brand.</a>', 'Luxury brands sue Alibaba for selling alleged fake goods', '', 'publish', 'open', 'open', '', 'luxury-brands-sue-alibaba-for-selling-alleged-fake-goods', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/luxury-brands-sue-alibaba-for-selling-alleged-fake-goods', 0, 'thinking', '', 0),
(2104, 1, '2015-05-28 16:54:42', '2015-05-28 16:54:42', '<strong>Andy Austin, the Technology Expert Who Directed the Customer Experience at AT&amp;T\'s High-Touch Retail Stores Nationwide, Will Head CBX\'s Experience Technology Group</strong>\r\nAndy Austin, a thought leader in high-touch retail who oversaw groundbreaking tech rollouts at 2,200 AT&amp;T stores nationwide, has joined brand agency CBX as its new Group Director of Experience Technology.\r\n\r\n\"Andy is a veteran of the wireless and consumer electronics industries who has spent more than a decade at the creative intersection of retail and technology,\" said Gregg S. Lipman, CEO/Managing Partner. \"While Andy is a tech insider, this is about more than adding technical expertise. As both Andy and CBX see it, in the branding context, technology is useful only insofar as it drives a broader strategy -- namely, one that sparks meaningful conversations with and among consumers.\"\r\n\r\nAustin, whose client list as an independent consultant includes the likes of Audi, JCPenney and Ford Motor Co., formerly helped AT&amp;T pioneer customer-centric stores as the company\'s Director of Retail Customer Experience for 10 years. The senior-level position involved rolling out a raft of smart, customer-facing technologies -- including the first worldwide launch of the award-winning Microsoft Surface. Over the course of his 20-year career, Austin also held various sales and marketing positions for companies such as MCI/Worldcom, Verus Technology Solutions and Caesars Tahoe.\r\n\r\nAt CBX, Austin and his team of developers, designers and engineers will use technology to create more meaningful exchanges between brands and customers through human-centered experiences. \"These experiences will enable brands to invite conversations, drive engagement, and deliver value,\" Austin said. \"That is essential today, because attitudes are changing. Consumers are in charge of the buying process. They want to have conversations with brands and each other.\"\r\n\r\nThe goal, Austin noted, is to create experiences that surprise and delight consumers to such an extent that they remember and strongly identify with the brand. \"This is about things like emotion, eye contact and mirror neurons -- the traits that make us human,\" he said.\r\n\r\nBringing this vision of conversation-based retail to life can therefore be as much about salespeople and human interaction as it is about nifty apps or digital displays, Austin explained. \"There is a reason for brick and mortar retail to continue to exist,\" he said. \"By creating a conversation-rich journey in which the consumer is in the driver\'s seat, you empower your sales force. That, in turn, makes them more effective, and enables you to actually raise sales quotas.\"\r\n\r\nCPG brands, too, can cement customer loyalty by taking a conversation-based approach to brand building, Lipman added. \"Moving forward, Andy and his team will be applying these proven, high-touch retail solutions to current and prospective clients,\" he said. \"We are thrilled to have Andy on our team as we continue to explore the effective use of technology in our very human world.\"\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/technology/articles/cbx-hires-experience-technology-thought-leader?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20News%2005-29-2015%20(1)&amp;utm_content=&amp;spMailingID=48758942&amp;spUserID=MjU0MDQ2MTI\" target=\"_blank\">CSPnet\r\n</a><a href=\"http://pointofsale.com/PointofSale.com-Blog/BRAND-AGENCY-CBX-HIRES-THOUGHT-LEADER-IN-EXPERIENTIAL-RETAIL.html\" target=\"_blank\">Point of Sale News\r\n</a><a href=\"http://www.csnews.com/industry-news-and-trends/people/people-move-kroger-co-millercoors-loves-traxx-cos\" target=\"_blank\">CSN\r\n</a><a href=\"http://www.retailcustomerexperience.com/news/austin-hired-to-be-cbxs-thought-leader-in-experiential-retail/?utm_source=NetWorld%20Alliance&amp;utm_medium=email&amp;utm_campaign=EMNARCE06012015\" target=\"_blank\">Retail Customer Experience\r\n</a><a href=\"http://vmsd.com/content/brand-agency-cbx-hires-thought-leader-experiential-retail-0\">VMSD</a>', 'Brand Agency CBX Hires Thought Leader in Experiential Retail', '', 'publish', 'open', 'open', '', 'brand-agency-cbx-hires-thought-leader-in-experiential-retail', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-agency-cbx-hires-thought-leader-in-experiential-retail', 0, 'thinking', '', 0),
(2105, 1, '2015-05-26 20:18:39', '2015-05-26 20:18:39', 'Brian Collins, chief creative officer and co-founder of Collins, has been named as the Design and Package Design jury president for the 2015 London International Awards (LIA).\r\nThe Design and Package Design Jury will consist of a host of the world\'s finest creative minds, including: Rick Barrack, Tim Greenhalgh, Pum Lefebure, Rebeca Mendez, Christian Mommertz, Joanina Pastoll and Ronnie Wu.\r\n\r\nWithin the Design &amp; Package Design medium will lie the \'Verbal Identity\' category, one of two categories making their debut this year. The introduction of the \'Verbal Identity\' category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX. Also, new to the 2015 Design competition is the \'Product Development\' category.\r\n\r\nSays Collins: \"I\'m beyond happy to join such a distinguished list of judges this year - and across so many established, new and emerging disciplines. I\'m also beyond happy that the thoughtful people at the London International Awards had a few more highballs before it came time to select this year\'s design chair. How nice for me.\"\r\n\r\nCollins is chief creative officer and co-founder of Collins, a company dedicated to designing experiences and communications that shape companies and people for the better.\r\n\r\nHis creative work has been featured in The New York Times, Creativity, Fortune, Graphis, NBC News, ABC News and Fast Company, which named him one of five American Masters of Design. Business Week named his work on the Hershey Chocolate Factory in Times Square as a design \"Wonder of the World.\"\r\n\r\nCollins speaks globally on design and innovation and he was the first graphic designer invited to participate in the World Economic Forum in Davos, Switzerland. He is also a member of the Forum\'s Global Agenda Council and, in 2011, he was selected by the AIGA to represent the United States at Beijing Design Week.\r\n\r\nCollins is vice president of The Art Directors Club and is a director of Virginia Commonwealth University Brandcenter. He has been a professor in the Graduate Program of the School of Visual Arts in New York since 2001.\r\n\r\n<strong>2015 Design &amp; Package Design Jury:</strong>\r\nBrian Collins (Chief Creative Officer &amp; Co-Founder, Collins, New York) - Jury President\r\nRick Barrack (Chief Creative Officer, CBX, New York)\r\nTim Greenhalgh (Chairman &amp; Chief Creative Officer, FITCH, London)\r\nPum Lefebure (Co-Founder &amp; Chief Creative Officer, Design Army, Washington D.C.)\r\nRebeca MÃ©ndez (Artist &amp; Designer, Rebeca MÃ©ndez Studio, Los Angeles)\r\nChristian Mommertz (Chief Creative Officer, Geometry Global, Berlin)\r\nJoanina Pastoll (Executive Creative Director, Lowe Cross Colours, Johannesburg)\r\nRonnie Wu (Group Creative Director, Y&amp;R Beijing, Beijing)\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November.\r\n\r\nFor more information on submissions and eligibility please click <a href=\"http://www.liaawards.com/enter/eligibility/\" target=\"_blank\">here</a>.\r\n\r\nTo find out more about LIA Awards, visit <a href=\"http://www.liaawards.com/\" target=\"_blank\">http://www.liaawards.com/</a>.\r\n\r\nAlso seen in:\r\n<a href=\"http://sourceecreative.com/news-or-feature-story.php?type=news&amp;ID=10484\" target=\"_blank\">SourceEcreative</a>', 'LIA names Collins co-founder Brian Collins as Design and Package Design jury president', '', 'publish', 'open', 'open', '', 'lia-names-collins-co-founder-brian-collins-as-design-and-package-design-jury-president', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lia-names-collins-co-founder-brian-collins-as-design-and-package-design-jury-president', 0, 'thinking', '', 0),
(2106, 1, '2015-05-15 16:57:28', '2015-05-15 16:57:28', '<strong>Brand journalism elevates the marketing conversation for a connected world.</strong>\r\n\"Let\'s face it, the young millennial woman has an undeniable presence in social media,\" Kristi Bryan, global design director at Kimberly-Clark Design, remarks. \"She lives and breathes it. She expects it. For U by Kotex, it isn\'t an elective, it is mandatory. It is simply the way we work and communicate to her to create a seamless brand experience.\" And it\'s not just the younger consumers who are plugged into this hyper-connected world...\r\n\r\nAllison Koller, Creative Director at CBX, sees some marketers forgetting to invite package design to the table for these integrated marketing campaigns and says it can be a lost opportunity. \"For example, Always just came out with their high impact \'Like A Girl\' campaign, which is all about female empowerment and abolishing nasty stereotypes,\" Koller notes.\r\n\r\nRead the rest of the article <a href=\"http://www.nxtbook.com/nxtbooks/STMG/packagedesign_201505/index.php#/34\" target=\"_blank\">here</a> and learn more about U by Kotex <a href=\"http://www.cbx.com/works/back-in-black/\" target=\"_blank\">here</a>.\r\n\r\n[video width=\"480\" height=\"270\" mp4=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/05/U-by-Kotex_video-case-study_Mobile.mp4\"][/video]', 'Dialogue by design', '', 'publish', 'open', 'open', '', 'dialogue-by-design', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dialogue-by-design', 0, 'thinking', '', 0),
(2107, 1, '2015-06-10 14:40:23', '2015-06-10 14:40:23', '<strong>Vibrant new packaging graphics coincide with Snapple\'s efforts to boost share across the country</strong>\r\nWith new graphics that amplify the playfulness, wit and simple goodness of its brand, Snapple is moving beyond its traditional East and West Coast strongholds to ramp up growth in markets across the United States and globally. The comprehensive brand refresh was spearheaded by CBX, the brand agency and retail design consultancy.\r\n\r\n\"Snapple has a strong following on both coasts, and now it\'s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,\" said Rick Barrack, Chief Creative Officer for CBX.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks. The new design is hitting store shelves now.\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple\'s New York roots. \"New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple\'s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it\'s truly made for everyone,\" said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: \"CBX has been responsible for Snapple\'s visual identity and packaging for the past 10 years. That\'s a great honor that comes with the responsibility of respecting the brand\'s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.\"\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple \'S\'.\r\n\r\nAdditionally, CBX created an Earth icon to embody \"Made from the Best Stuff on Earth,\" one of the brand\'s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. \"We wanted to make that statement more ownable,\" Barrack said. \"And we carried this element through to the top of the Snapple cap.\"\r\n\r\nThe refresh included the use of flavor captions such as \"Life\'s a Peach,\" \"Lemon Large,\" \"Takes 2 to Mango\" and \"Kiwi Meets Berry.\"\r\n\r\n\"The captions help establish a sense of delight in Snapple\'s great flavors,\" noted Wakeshima, \"and unlike its competitors, Snapple doesn\'t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand\'s approachability.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://www.csnews.com/product-categories/beverages/snapple-brand-refresh-coincides-market-share-focus\" target=\"_blank\">Convenience Store News\r\n</a><a href=\"http://www.beverageworld.com/articles/full/17420/snapples-graphic-refresh-seeks-to-boost-brands-playfulness\" target=\"_blank\">Beverage World</a>', 'Brand Refresh by CBX Amplifies Snapple\'s Playfulness and Simple Goodness', '', 'publish', 'open', 'open', '', 'brand-refresh-by-cbx-amplifies-snapples-playfulness-and-simple-goodness', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-refresh-by-cbx-amplifies-snapples-playfulness-and-simple-goodness', 0, 'thinking', '', 0),
(2108, 0, '2018-09-27 16:53:33', '2018-09-27 16:53:33', '', 'AG-8275c-1', '', 'inherit', 'open', 'closed', '', 'ag-8275c-1', '', '', '2018-09-27 16:53:33', '2018-09-27 16:53:33', '', 1746, 'http://cbx.cappendev.com/app/uploads/2018/09/AG-8275c-1.jpg', 0, 'attachment', 'image/jpeg', 0);
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(2109, 1, '2015-06-10 21:30:49', '2015-06-10 21:30:49', 'Snapple has emerged with a new look following a makeover from the company’s longstanding brand agency, New York City-based CBX. The company announced the “brand refresh” in a press release Wednesday, revealing that over twenty different flavors of Snapple’s regular and diet teas and juices will see a packaging redesign. The moves comes as part of the company’s efforts to deepen its presence across the United States as the ready-to-drink tea category continues to experience significant growth.\r\n“Snapple has a strong following on both coasts and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, CBX’s Chief Creative Officer.\r\n\r\nYou might not notice Snapple’s new face at first glance but its graphics have seen some tweaks. In an effort to “amplify the playfulness, wit and simple goodness” of the brand, its lettering has been updated while keeping the brand’s signature curled “S” intact. A new hand-drawn sun also now hangs above its logo. CBX also placed an emphasis on Snapple’s New York roots with a NYC skyline featured on its bottles.\r\n\r\n“We want people across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple’s director of marketing.\r\n\r\nLastly, Snapple’s flavors will also now feature captions including “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.” The new bottles are hitting store shelves now.\r\n\r\nOriginally printed in <a href=\"http://www.bevnet.com/news/2015/snapple-undergoes-brand-refresh/\" target=\"_blank\">BevNet</a>.', 'Snapple Undergoes “Brand Refresh”', '', 'publish', 'open', 'open', '', 'snapple-undergoes-brand-refresh', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/snapple-undergoes-brand-refresh', 0, 'thinking', '', 0),
(2110, 1, '2015-06-10 18:06:36', '2015-06-10 18:06:36', 'Snapple is looking to boost its share across the US. Helping it stand out as consumers reach for cold drinks this National Iced Tea Day and beyond: Vibrant new graphics, including a new logo that aims to “amplify the playfulness, wit and simple goodness of its brand.”\r\nOwned by Dr Pepper Snapple Group, Snapple is a leader in US premium beverages. Founded in 1972 by three childhood friends, Snapple got its start in Greenwich Village, New York and is now available throughout the United States. Its Big Apple roots play into the brand refresh with the tagline, “Born in New York, Made for Everyone.”\r\n\r\nIn addition to joining fellow iced tea brands in pouring out free samples across America this National Iced Tea Day, the introduction of Snapple’s new visual identity comes as the beverage is moving beyond its traditional East and West Coast strongholds to ramp up growth in key markets across the US and globally.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks—and is hitting store shelves today.\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple ‘S’.\r\n\r\n“Snapple has a strong following on both coasts, and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, Chief Creative Officer for CBX, the agency responsible for its new look.\r\n\r\nAdditionally, CBX created an Earth icon to embody “Made from the Best Stuff on Earth,” one of the brand’s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. “We wanted to make that statement more ownable,” Barrack said. “And we carried this element through to the top of the Snapple cap.”\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple’s New York roots. “New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple’s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: “CBX has been responsible for Snapple’s visual identity and packaging for the past 10 years. That’s a great honor that comes with the responsibility of respecting the brand’s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.”\r\n\r\nThe refresh included the use of flavor captions such as “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.”\r\n\r\n“The captions help establish a sense of delight in Snapple’s great flavors,” noted Wakeshima, “and unlike its competitors, Snapple doesn’t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand’s approachability.”\r\n\r\nSnapple prides itself on developing, producing and marketing a wide variety of premium beverages, including ready-to-drink iced teas, juice drinks, 100% juices and water. Dr Pepper Snapple Group is a leading producer of flavored beverages, marketing Snapple and 50-plus other brands across North America and the Caribbean.\r\n\r\nOriginally published in <a href=\"http://www.brandchannel.com/2015/06/10/snapple-new-logo-061015/\" target=\"_blank\">brandchannel</a>.', 'Snapple Unveils New Logo and Look For National Iced Tea Day', '', 'publish', 'open', 'open', '', 'snapple-unveils-new-logo-and-look-for-national-iced-tea-day', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/snapple-unveils-new-logo-and-look-for-national-iced-tea-day', 0, 'thinking', '', 0),
(2111, 0, '2018-09-27 16:53:34', '2018-09-27 16:53:34', '', 'GOODDELISH-LEMONADE-1', '', 'inherit', 'open', 'closed', '', 'gooddelish-lemonade-1', '', '', '2018-09-27 16:53:34', '2018-09-27 16:53:34', '', 1763, 'http://cbx.cappendev.com/app/uploads/2018/09/GOODDELISH-LEMONADE-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(2112, 1, '2015-06-15 17:02:12', '2015-06-15 17:02:12', 'Veteran retail, hospitality, airport and commercial facilities architect and designer Anthony Deen has joined brand agency and retail design consultancy CBX as Creative Director, Branded Environments.\r\nIn his position, Deen will partner with senior management in shaping the vision for retail, restaurant, hospitality and commercial clients’ branded environments that are relevant in the marketplace. He reports to Rick Barrack, Founding Partner &amp; Chief Creative Officer.\r\n\r\nDeen comes to CBX from Landor, a brand consulting and design firm in New York City, where he was Creative Director, Environment Design since 2011. In that position, he served as practice leader in branded environments and created award-winning designs for clients such as Barclays, the Central Park Conservancy, the Port Authority of New York and New Jersey, and The World Trade Center. Deen’s work for Central Park garnered a Cannes Gold Lion, and Gold Award at the International Design Awards and a GOOD Green Design award among others.\r\n\r\nPrior to Landor, Deen was a Senior Design Director and Senior Associate at TPG Architecture, New York, N.Y., where he served as studio and design lead for airport, retail and hospitality clients. From 2003-2007, he worked at Rockwell Group, New York, N.Y. as a Senior Architect and Associate responsible for design and project oversight for clients such as FAO Schwarz, JetBlue Airways, Macy’s, and the W Hotel Group. Earlier in his career, he served as Vice President of Retail Design and Brand Development for Virgin Entertainment Group, Los Angeles. In that role, he served as store design lead for Richard Branson’s megastore chain in North America, with responsibility for the look and feel of the U.S. stores.\r\n\r\nDeen is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology, where he cofounded and directed the school’s Design and Technology graduate program.\r\n\r\nA resident of Brooklyn, N.Y., Deen holds a Masters of Architecture from the Parsons School of Design and a Bachelor of Fine Arts from The Cooper Union For the Advancement of Science and Art, Schools of Art and Architecture.\r\n\r\nAlso seen in:\r\n<a href=\"http://www.chainstoreage.com/article/cbx-taps-anthony-deen-creative-director-branded-environments\" target=\"_blank\">Chain Store Age\r\n</a><a href=\"http://insights.retailenvironments.org/2015/06/16/anthony-deen-joins-cbx-as-creative-director/\" target=\"_blank\">Retail Environments\r\n</a><a href=\"http://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766181?ana=e_potm_thx&amp;ana=e_notification_potmhttp://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766181?ana=e_potm_thx&amp;ana=e_notification_potm\" target=\"_blank\">New York Business Journal\r\n</a><a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/CBX-Names-New-Creative-Director-Branded-Environments-13572.shtml?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Template_Daily_070115%20(1)\" target=\"_blank\">design:retail</a>', 'Anthony Deen Joins CBX as Creative Director, Branded Environments', '', 'publish', 'open', 'open', '', 'anthony-deen-joins-cbx-as-creative-director-branded-environments', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/anthony-deen-joins-cbx-as-creative-director-branded-environments', 0, 'thinking', '', 0),
(2113, 0, '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 'Nice', '', 'inherit', 'open', 'closed', '', 'nice', '', '', '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 1770, 'http://cbx.cappendev.com/app/uploads/2018/09/Nice.jpg', 0, 'attachment', 'image/jpeg', 0),
(2114, 0, '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 'SCOTTS_snaplineup-1', '', 'inherit', 'open', 'closed', '', 'scotts_snaplineup-1', '', '', '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 1769, 'http://cbx.cappendev.com/app/uploads/2018/09/SCOTTS_snaplineup-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(2115, 1, '2015-06-17 15:20:45', '2015-06-17 15:20:45', 'Consumer products industries brand specialist Jennifer Tausch has joined brand agency and retail design consultancy CBX as Creative Director.\r\nIn her position, Tausch will partner with CBX executive creative directors and senior management in shaping the vision for various consumer products clients’ brands. She reports to Joe Violante, Executive Creative Director.\r\n\r\nTausch comes to CBX from brand design agency LPK in Cincinnati, where she had served as Global Creative Director for Proctor &amp; Gamble feminine care brands since 2010, beginning with Naturella and Tampax, and later handling Always.   She began her career in 2002 at Proctor and Gamble in Cincinnati, rising to Senior Design Manager. During those years, Tausch managed the internal design process within the P&amp;G multifunctional global teams for Always, Pampers, Evolve and UnderJams. In addition, she has served as an adjunct instructor at the Art Academy of Cincinnati since 2012.\r\n\r\nA resident of Manhattan, Tausch earned a Masters of Fine Arts in Graphic Design from the University of Illinois at Chicago, and a Bachelor of Science in Graphic Design from the University of Cincinnati.\r\n\r\nAlso seen in:\r\n<a href=\"http://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766111?ana=e_potm_thx&amp;ana=e_notification_potm\" target=\"_blank\">New York Business Journal\r\n</a><a href=\"http://www.storebrands.info/store-brand-insights/store-brand-news/jennifer-tausch-joins-cbx-creative-director?cc=28\" target=\"_blank\">Store Brands</a>', 'Jennifer Tausch Joins CBX as Creative Director', '', 'publish', 'open', 'open', '', 'jennifer-tausch-joins-cbx-as-creative-director', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jennifer-tausch-joins-cbx-as-creative-director', 0, 'thinking', '', 0),
(2116, 12, '2015-06-24 16:05:55', '2015-06-24 16:05:55', '<strong>Throw out the PIE to build your career with CARE</strong>\r\nCareer advancement and self-promotion go hand-in-hand, but how do you avoid undesirable side effects like appearing narcissistic or looking like an obnoxious over-sharer on social media when trying to get ahead?\r\n\r\nSome swear by the so-called PIE self-branding model, which focuses on Performance, Image and Exposure. But alas, PIE is flawed. For starters, performance is overrated. <a href=\"http://www.mcsweeneys.net/articles/reasons-you-were-not-promoted-that-are-totally-unrelated-to-gender\" target=\"_blank\"><em>Reasons You Were Not Promoted that are Totally Unrelated to Gender</em></a>, a sardonic piece published on the daily humor website McSweeney’s, deftly describes the quandary:\r\n\r\n<em>“You’re abrasive, for example that time when you asked for a raise. It was awkward and you made the men on the senior leadership team uncomfortable.”</em>\r\n\r\nBut equally likely, the author notes, is a criticism like:\r\n\r\n<em>“You don’t speak up. We’d really like to see you take on more of a leadership role before we pay you for being a leader.”</em>\r\n\r\nDid you notice how performance wasn’t exactly an issue in either case? So how are women supposed to navigate such ‘lose-lose’ scenarios?\r\n\r\nThe key is to base your career-building efforts on confident and well-orchestrated (as opposed to calculated or manipulative) self-promotion. Unfortunately, lack of confidence continues to hold many women back. The 2009 bestseller <em>Womenonics: Write Your Own Rules for Success</em> highlights that self-doubt pervades even among women at the top of their game.\r\n\r\nExamples of this abound. Last fall, I attended a conference for hopeful female MBA applicants at an Ivy League university and repeatedly noticed the timid stature, humility and deference displayed by many of the women there. On the bus ride home, I remembered my former job at a tech company, where I could not get a word in edgewise with the engineers unless I interrupted and spoke loudly to own the room. At another former employer, I had to encourage my younger female colleagues to speak up, while a male college intern let his opinions be widely known—even during his first week.\r\n\r\nConfidence is a huge factor in how people are evaluated. No advice can magically confer confidence, but there are some tried and true strategies that you can use to get noticed and build your career.\r\n\r\nConsider my CARE model (Confidence, Approach, Risk-taking and Exposure), which centers on building and using confidence to propel your career to the next level.\r\n\r\nStart by learning how to own the “room” no matter the audience size through eye contact, a strong speaking voice and a modulated, well-paced, statement-oriented tone. For tips on body language, just watch psychologist Amy Cuddy’s <a href=\"http://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en\" target=\"_blank\">2012 presentation at TED Global</a> for some “power poses.” Cuddy’s talk illustrates how standing in a posture of confidence can affect your brain chemistry—and maybe your chances for success.\r\n\r\nMeanwhile, in a 2014 study (“Vocal Fry May Undermine the Success of Young Women in the Labor Market”), researchers conclude that young adult female voices exhibiting “vocal fry” (low pitched, creaky-sounding speech) are perceived as “less competent, less educated, less trustworthy, less attractive, and less hirable.”\r\n\r\nEqually detrimental are practices such as ending your statements as though you were asking a question, using filler phrases like “kind of,” or peppering your sentences with the likes of “actually” or “basically.”\r\n\r\nYou have already gone a long way toward projecting Confidence. Now it is time to hone your approach to others. That means actively managing your career by networking. Of course, texts and emails aren’t enough: You need to approach others in person by strolling into corner offices, striking up conversations with higher-ups and, of course, having something interesting to say. Consider reading Susan RoAne’s classic <em>How to Work a Room</em> and Keith Ferrazzi’s <em>Never Eat Alone</em>.\r\n\r\nIn the latter book, Ferrazzi suggests that instead of avoiding the most senior people in the room, you should approach them and bring something to share. (At a minimum, introduce yourself.) RoAne’s advice includes specifics on how to “break and enter” a small group and then gracefully exit. The goal is to significantly enhance your confidence, both real and perceived.\r\n\r\nNext, ramp up Risk-taking with respect to career opportunities, new ideas and solutions. If you have been talking to enough of the right people, you will have contacts to advise and support you. Make sure to learn your manager’s top values and priorities and deliver on those prior to taking a risk like asking for a raise. Whenever you approach your manager, come with solutions to share, not just questions or problems.\r\n\r\nFinally, we have Exposure. In some fields this is critical. A recent c-suite placement at a fashionable fitness organization in New York City was reportedly hired in part because of her social media following. Figure out if leaders in your field are active on social media. If so, get involved. A word of caution: be sure to ask yourself the typical reporter questions first: <em>who</em> is interested, <em>what</em> are they interested in, <em>when</em> is it best to post, <em>where</em> are the networks that are most appropriate, and <em>why</em> will this help me further my career. That way, you won’t be just a narcissistic over-sharer. Your social media profile will have a clear purpose.\r\n\r\nIt is 2015, and times are changing—but not fast enough. Use the CARE model to kick-start your advancement and get ahead in the workplace.\r\n\r\nOriginally published on <a href=\"http://career-intelligence.com/get-ahead-with-c-a-r-e/\" target=\"_blank\">career-intelligence.com</a>', 'Get Ahead With C.A.R.E.', '', 'publish', 'open', 'open', '', 'get-ahead-with-c-a-r-e', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/get-ahead-with-c-a-r-e', 0, 'thinking', '', 0),
(2117, 1, '2015-06-30 14:31:21', '2015-06-30 14:31:21', '<strong>The talk show host’s new site, EDbyEllen.com, sells clothing, housewares and accessories marked by DeGeneres’ distinctive style.</strong>\r\nEllen DeGeneres is already a comedian, author, talk show host, and producer. Now she can add lifestyle brand maven to the list.\r\n\r\nDeGeneres launched her new e-commerce site, <a href=\"http://www.edbyellen.com/\" target=\"_blank\">EDbyEllen.com</a>, on Tuesday. Pronounced “Ed,” the brand covers everything from clothing and accessories to barware and throw pillows.\r\n\r\nThough it was <a href=\"http://www.hollywoodreporter.com/news/ellen-degeneres-new-luxury-line-795383\" target=\"_blank\">previously reported</a> that the site would carry luxe items like $2,000 cashmere sweaters, DeGeneres appears to be sticking with more reasonably priced goods, at least for now. Items on the site range from $8 pins to a $365 cake plate. Apparel starts at $34.50 for a crewneck t-shirt and goes up to $245 for tailored jackets.\r\n\r\nED joins a flood of <a href=\"http://fortune.com/2015/05/12/reese-witherspoon-retail-draper-james/\" target=\"_blank\">celebrity lifestyle brands</a> already on the market, including Gwyneth Paltrow’s <a href=\"http://fortune.com/2015/05/06/gwyneth-paltrow-makeup-goop/\" target=\"_blank\">Goop</a>, Jessica Alba’s <a href=\"http://fortune.com/2014/08/26/jessica-alba-honest-co-ipo/\" target=\"_blank\">The Honest Co.</a> and Blake Lively’s <a href=\"http://time.com/3907683/blake-lively-preserve-interview/\" target=\"_blank\">Preserve</a>. Reese Witherspoon joined the mix last month, launching <a href=\"http://time.com/3848424/reese-witherspoon-draper-james-launch/\" target=\"_blank\">Draper James</a>. Within a few hours, Witherspoon’s site had sold out of a $325 shoulder bag and a $225 dress.\r\n\r\nOf course, DeGeneres says that ED will offer something unique. In an <a href=\"http://www.refinery29.com/2015/05/87665/ellen-degeneres-clothing-line-ed#.2vxulo:JQ16\" target=\"_blank\">interview with <em>Refinery29</em></a>, she talked about the particulars of her own “sort of non-gender-specific” style and her impetus for creating the line.\r\n\r\n“[W]e started making my own clothes on the show and noticing that a lot of people who were coming to the show were trying to dress like me, but those clothes weren’t out there,” she said. “I mean, I have a very distinct way of dressing, and clearly other people are responding to it, so that was the impetus to launch the brand. So, there’s a line that’s out there that’s not extremely feminine, it’s not masculine, it’s just comfortable.”\r\n\r\nSome industry watchers believe DeGeneres has the potential to become a major force in the lifestyle brand space. “Most celebrities don’t have a really specific point of view,” says Laura Ries, president of Ries &amp; Ries branding strategy firm and the author of several books on branding. For a star’s brand to succeed, “it has to be very specific and authentic to them. Ellen has a really unique style, and it’s one that we haven’t really seen in the fashion world.”\r\n\r\nHer accessibility may also help her stand out. While we’re used to spotting Paltrow, Lively or Witherspoon looking glamorous on the red carpet, Americans are more likely to associate DeGeneres with her goofy talk show escapades.\r\n\r\nCompared to other brand-fronting celebrities, “I’d put her as ‘real people,’ and I don’t see those others as real people,” says Christina Papale, vice president of strategy for the brand agency CBX.\r\n\r\nIn many ways, DeGeneres is already a brand, with an empire that has rapidly expanded over the last decade. <em>The Ellen DeGeneres Show</em> is in its 12th season. Her production company, A Very Good Production, is developing six projects, including a new NBC series that starts production next month. Then there’s her three <em>New York Times</em> #1 bestsellers, her record label, streaming video site and game app. Now she has an interior design book, <em>Home</em>, coming out in October.\r\n\r\nDeGeneres has assembled an experienced team for ED. Her partner, Christopher Burch, co-founded Tory Burch and C. Wonder. (The latter closed in January after three years in business and its former president, Andrea Hyde, is now CEO of Draper James.) ED’s managing partner is Marisa Gardini—the former president and CEO of Isaac Mizrahi. The company’s board of directors includes Michael Frances, chief global brand officer of DreamWorks Animation (and the former global CMO of Target) and Janet Grove, the former CEO of Macy’s merchandising group.\r\n\r\nElizabeth Talerman, CEO of the brand strategy firm Nucleus, worked with Martha Stewart Living in 2006, the year the brand entered Macy’s stores. Her best advice for Ellen? “Think carefully about what your legacy will be and honor that, so you don’t go from an entertainer to a huckster. You want to go from an entertainer to a style.”\r\n\r\nAbove all, Talerman says DeGeneres should hold on tightly to the same accessibility that makes her Ellen.\r\n\r\n“If she gets up on a high horse of guidance and preachiness—which I think is where Martha Stewart’s brand may have gone wrong—that’s a guidepost for her brand stewards. Oprah is apart from us—a deity, a queen,” says Talerman. “Ellen needs to make sure she’s a part of us.”\r\n\r\nOriginally published in <a href=\"http://fortune.com/2015/06/30/ellen-degeneres-lifestyle-brand/\" target=\"_blank\">Fortune</a>.', 'Look Out, Gwyneth: Ellen DeGeneres Launches a Lifestyle Brand', '', 'publish', 'open', 'open', '', 'look-out-gwyneth-ellen-degeneres-launches-a-lifestyle-brand', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/look-out-gwyneth-ellen-degeneres-launches-a-lifestyle-brand', 0, 'thinking', '', 0),
(2118, 1, '2015-07-07 21:01:33', '2015-07-07 21:01:33', 'In today’s digital age of networking and communication, you might think the paper business card is a lingering relic of an ancient era. While it’s true that we don’t use them functionally the same way we used to, they still serve as ambassadors for you and your business, and they’re an extension of your professional identity.\r\nWe spoke to Dave Weinberger, vice president and engagement director at brand agency CBX in New York City, to learn why business cards are still important and how people can design effective, memorable ones.\r\n\r\n1. Simplicity is key — avoid the tricks and gimmicks.\r\n\r\n“You want a business card to be pretty easy to use. Like most design, simple is better — don’t over-design things,” says Weinberger. Keep your card clean and uncluttered by being thoughtful about what information you include, as well as how you include it. “You don’t need to do tricky things with your phone number and address, because that’s obnoxious and people need to access that information,” he says. The same applies to font color; he recommends sticking with simple colors like black or dark/medium gray.\r\n\r\n2. Treat your business card like a marketing tool, and use it in a deliberate, purposeful way.\r\n\r\nSure, we all know that the direct purpose of business cards is contact information, like your name, job title, and email address. But nowadays, when it’s super simple and fast to connect with someone on LinkedIn, “the information almost becomes the least important part of a business card,” says Weinberger. “It’s kind of an antiquated aspect.”\r\n\r\nSo instead, you should treat your business card like a marketing tool and first figure out: What’s the purpose of using this, and how can I achieve these goals?\r\n\r\nFor example, you might want to use your business card to make a good first impression or act as a conversation starter. To do so, you could use heavier or thicker paper stock, sandwich multiple layers of stock together, or play around with the orientation, colors, and ink on the card. Weinberger says that he’s designed vertical business cards in the past in order to stand out from the crowd: “It allows you to stack information, and if you have a lot of phone numbers and a long address, it’s actually helpful.” Changing up the size of the card is another creative way to make it unique. Rather than stick with the standard 3.5” x 2” size, try designing a larger or smaller one. These all add visual surprise and complexity.\r\n\r\nYou could also experiment with die-cuts, letterpress, or unconventional materials (like wood or plastic, to name a few) in order to get people to notice you in an unusual, inventive, and memorable way. Avoid printing cards on glossy paper, which can look low-quality. “You generally want to do it on uncoated stock. Gloss and too much varnish can look cheap and gaudy,” says Weinberger.\r\n\r\nAlternatively, you might want to use your business card as a meeting tool. Weinberger says what makes his CBX business cards unique is that their first names are the largest things on them, which make them valuable during meetings. “When people put the cards in front of them in a meeting, they quickly glance down and the names are huge so they can see who they’re talking to, which is helpful,” says Weinberger.\r\n\r\n3. Use the back of the card as extra real estate.\r\n\r\nIn order to maximize your business card to its fullest potential, try using the back for supplemental branding or messaging. Weinberger says he’s seen companies put photos, brand statements, and logos on the back, which can help make your card more memorable. “If you have a card that you want to use as part of your first impression, it certainly costs more to print 2-sided, but it could be worth the effort,” he says.\r\n\r\n4. Enlist professional help.\r\n\r\nThis seems like an obvious tip, but don’t overlook the importance of using professional designers, printers, and photography. Because a business card is part of your first impression, you don’t want to present something that’s confusing, poorly designed, or unprofessional. The card should reflect well on your business and also quickly convey who you are and what you value. Graphic designers can easily create creative cards that are innovative yet professional, and printers can provide the proper paper stock and ink that are well worth the money. If you’re looking for beautifully designed, ready-to-customize business cards, you can also check our Business Card Templates lightbox.\r\n\r\n5. Avoid putting temporary messaging on the card.\r\n\r\nPutting ad slogans, campaign taglines, and coupons on your business card might seem like a good idea because it’s additional brand messaging, but Weinberger cautions against it. “We generally say: You don’t want things that aren’t evergreen on your business card. You want it to be a permanent statement because someone’s going to keep it for a long time,” he says. Stick to evergreen items like basic contact information and logos.\r\n\r\nYes, business cards are a formality. However, a well-designed business card will communicate information clearly, lend credibility to you and your business, and make you memorable with the people you meet. They are more than just a means of conveying contact information; they are marketing tools that can be used in a purposeful way. It’s up to you to explore your purpose, goals, and then design accordingly.\r\n\r\nOriginally published on <a href=\"http://www.shutterstock.com/blog/5-tips-for-designing-an-effective-business-card\" target=\"_blank\">Shutterstock</a>.', '5 Tips for Designing an Effective Business Card', '', 'publish', 'open', 'open', '', '5-tips-for-designing-an-effective-business-card', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/5-tips-for-designing-an-effective-business-card', 0, 'thinking', '', 0),
(2119, 1, '2015-07-15 15:04:13', '2015-07-15 15:04:13', '<strong>The challenges of merchandising in the ethnic foods aisle</strong>\r\nThe other day I was in the “ethnic” aisle at our local <a href=\"http://smartblogs.com/tag/food-retail/\" target=\"_blank\">grocery store </a>picking up some items I needed for a few home-cooked meals. As I strolled past the likes of Mission brand tortillas, Ortega salsa, Kikkoman soy sauce and Goya black beans, the experience at the shelf was unremarkable — that is, until I noticed the Taco Bell-branded taco shells. I had seen them before, butthis time, for some reason, I paused. I was in the ethnic aisle. And there was Taco Bell. In the ethnic aisle. Taco Bell. Ethnic? I found myself contemplating the whole Venn diagram of ethnicity and branding in U.S. retail today — and the way our thinking around these issues can create unnecessary redundancy and confusion.\r\n\r\nFor starters, this is America. Aren’t we all ethnic? The globalization of cuisine doesn’t just affect major metro areas. This is a national trend. After all, you’re just as likely to find Chipotle in Murfreesboro, Tenn., as in Los Angeles, New York or Chicago. Meanwhile, Chinese and Japanese restaurants are in small-town strip malls across the country. In the U.S., believe it or not, salsa outsells ketchup, and tortillas outsell white bread. Did I not just hear a sriracha reference in “Pitch Perfect 2?”\r\n\r\nWhat makes tacos ethnic and spaghetti not ethnic? In a Whole Foods in New York City, seaweed snacks were recently moved from the ethnic aisle to the snack aisle. If seaweed can live next to granola bars, can’t soy sauce live next to hot sauce? This is an issue for retailers, who are creating redundancies around the store. There’s so much pressure on making every square foot count, and yet ethnic aisles include items such as beans, soda, rice, oils and spices. Why double-merchandise? Meat, dairy and produce are grouped, and consumers seem to understand the rationale just fine. Although they come from various climates and geographies around the world, I don’t find it confusing or inconvenient that bananas, corn, mangoes, avocados and apples can all be found in the same area.\r\n\r\nGreater exposure — bringing more shoppers and families into the mix, regardless of ethnic identity, and exposing them to additional tastes and foods — is the missed opportunity here for brands. In a word, that means missed sales. In my local Shoprite, you can only find sriracha in the ethnic aisle, and yet sriracha is trending. Its sales have skyrocketed in recent years. There’s no doubt that families staying in center store and looking for hot sauce options should see these “ethnic” options as well. Food is universal. It’s a win for brands and retailers.\r\n\r\nWhy would Goya not want to compete with all of the other major brands? Couldn’t Goya win on authenticity and flavor with many audiences outside of its target consumers? Wouldn’t the same be true for other brands stuck in the ethnic aisle? Won’t more exposure lead to more interest, more recipes and more sales? It makes me think of the Apple brand. Apple used to be an exclusive club, meant for creatives and other cool tech folks who wanted to think differently. Well, Apple did a great job of saturating that market and decided that in order to grow, it needed to expand its customer base and appeal to a wider audience. Apple’s ads, messaging and product design went from edgy to functional. The brand transformed itself from an exclusive club into everyone’s favorite Mother’s Day gift. Huge financial growth ensued.\r\n\r\nAlong the same lines, salsa, sriracha and soy sauce should be allowed to rub elbows with the rest of the condiments we all hold dear. Enough with the ethnic-aisle redundancies. Let taco shells and tortillas go head-to-head with bread. Let rice be with rice, olives with olives, spices with spices, and beans with beans.\r\n\r\nOriginally published in <a href=\"http://smartblogs.com/food-and-beverage/2015/07/15/who-moved-my-seaweed-the-challenges-of-merchandising-in-the-ethnic-foods-aisle/\" target=\"_blank\">SmartBlog Food &amp; Bev</a>.', 'Who Moved My Seaweed?', '', 'publish', 'open', 'open', '', 'who-moved-my-seaweed', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/who-moved-my-seaweed', 0, 'thinking', '', 0),
(2120, 1, '2015-07-22 16:25:05', '2015-07-22 16:25:05', 'Veteran account director and business developer Jodi Sutherland has joined brand agency and retail design consultancy CBX as vice president, engagement group director.\r\nIn her new position, Sutherland will partner with peer leaders at CBX to market the firm to key audiences and develop business-building opportunities with new and existing clients, driving core competencies more broadly and identifying new offerings to support clients\' evolving needs. She reports to Gregg S. Lipman, CEO and Managing Partner.\r\n\r\nSutherland comes to CBX from global advertising agency Publicis Worldwide, New York, where she was Senior Vice President Group Account Director. There, she led a multidisciplinary team for integrated business development for the P&amp;G Family Care brands, including Bounty, Basic and the introduction of Bounty with Dawn.\r\n\r\nPrior to that, she was Executive Director Client Services/Business Development at global brand and creative design agency Brand Union, New York, from 2011 to 2014. At Brand Union, Sutherland was responsible for leading the consumer branding team for North America, covering global and regional clients on projects that ranged from strategy and positioning to creation of visual brand language, naming, brand architecture, design and implementation.\r\n\r\nFrom 2006-2011, she was Executive Director of Client Service and Business Development at Kramer Design Group, a New York-based branding and design firm specializing in luxury brands and retail. While at Kramer, her clients included Donna Karan, Waterworks, Wynn Hotel, Kate Spade, Rocawear, Hugo Boss, Club Monaco, Barneys New York, and Judith Leiber.\r\n\r\nShe began her career in 1988 as a Strategic Planner/Account Management at Warwick, Baker &amp; Fiore in New York and went on to serve as Vice President, World Wide Account Director at D\'Arcy Masius Benton &amp; Bowles, and later as a Consultant to the Intrepid Wine Company, a highly specialized boutique wine company.\r\n\r\nA resident of New York City, Sutherland graduated from Syracuse University with a B.A. degree in Consumer Studies.\r\n\r\nAlso seen in:\r\n<a href=\"http://vmsd.com/content/jodi-sutherland-joins-cbx-vp-engagement-group-director\" target=\"_blank\">VMSD\r\n</a><a href=\"http://newyork.citybizlist.com/article/285144/jodi-sutherland-joins-cbx-as-vp-engagement-group-director\" target=\"_blank\">citybizlist\r\n</a><a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/CBX-Names-New-Vice-President-Engagement-Group-Director-13847.shtml\" target=\"_blank\">design:retail</a>', 'Jodi Sutherland Joins CBX as VP, Engagement Group Director', '', 'publish', 'open', 'open', '', 'jodi-sutherland-joins-cbx-as-vp-engagement-group-director', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jodi-sutherland-joins-cbx-as-vp-engagement-group-director', 0, 'thinking', '', 0),
(2121, 1, '2015-07-30 18:22:50', '2015-07-30 18:22:50', '<strong>Get results through a more nuanced approach to cost containment </strong>\r\nDay in and day out, managing costs is part and parcel of the retail business. For retail chains, this means always being on the lookout to do things such as ramp up backend efficiencies or trim the bottom 10 percent of underperforming stores in the portfolio. Call it “cost-consciousness.” It’s a strategic imperative that retailers must maintain if they want to survive in today’s highly competitive marketplace.\r\n\r\nThe same holds true when retailers develop their private label packaging; the question is: Does this need to be core to a private label’s DNA?\r\n\r\nMost retailers make a practice of asking manufacturers to keep the component costs of store brand product lines under tight control. Those costs certainly include the package. After all, every component of the package and its design — the box, the ink, the artwork, you name it — comes at a cost, right?\r\n\r\nTrue enough, but being competitive in today’s retail market is also about building and leveraging private brands in ways that differentiate retailers and cement customer loyalty. In that context, building your brand is clearly about much more than containing costs.\r\n\r\nIn fact, going to market with best-in-class private brands is really a wise long-term investment. When retailers and manufacturers work together with design firms and all appreciate the value of sophisticated approaches to private brand building, they are more likely to benefit. Arguably, though, it is all too easy in this day and age to underappreciate the true value of private label packaging and, consequently, to underinvest in it.\r\n\r\nShould the next evolution in private label be to evolve the quality and design standards of the package? Why not? It’s the primary — if not the only — marketing tool private label gets.\r\n\r\n<strong>Question the status quo</strong>\r\n\r\nFor the past 20 years, leading retail chains have continued to embrace more sophisticated approaches to private label. As a result, a growing number are willing to make national brand-like investments in the initial research and testing phase of the process and to mine data in ways that help them better promote those private brands and better understand how those brands will resonate with customers.\r\n\r\nAnd yet when retailers move to execute on the packaging design, all too often their concerns about cost take over. As the industry sees it, shouldering the cost of package design is ultimately a component cost of goods versus a strategic investment into a marketing tool that can drive growth. When viewed as an investment, this becomes an opportunity for collaboratively developing the right products with the right quality in the right package. Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers. Skimping on design costs hinders the retailer’s ability to get the product perception right.\r\n\r\nYou can understand this perspective: The whole point of a private label program is to have a value offering in the category, but “value” and “low price” are not synonymous. Retailers and manufacturers spend way too much time trying to cut costs on packaging, which is their main selling tool. Put simply: Better design leads to more sales, which lead to benefits (loyalty, growth, emotional connection, value) for all parties involved. So why are we all still battling over the cost of designing a great package? Let’s all start working together to drive sales.\r\n\r\n<strong>Realism vs. idealism</strong>\r\n\r\nSo is the notion that retailers and manufacturers could invest more into private label packaging too idealistic? Possibly. But consider the stark contrast between the level of investments in the national brand world versus what happens in the realm of private label. Let’s say two companies — one a national brand manufacturer and the other a retailer with a private label line — want a design firm to create new packaging for a dog food brand. Typically the private label constituents will be willing to pay a fraction of what consumer packaged goods (CPG) companies will allocate for such a project, understandably so. The store brand most likely doesn’t have the same volume and brand awareness in the category, so it’s not as able to scale and amortize. Yet a few dollars more for a design would most likely be offset by that incremental growth.\r\n\r\nWith CPG companies, by contrast, brand is everything and packaging rules. Clearly, CPG leaders see packaging as a powerful marketing tool that allows them to differentiate from the competition. They understand that brand impressions at shelf are more valuable than traditional TV or magazine ads. They know that whenever shoppers interact with that package, they are creating impact and a connection. Let’s look at the value of keeping your package design relevant and on trend. Let’s say you have a $1 billion store brand with 20 percent market penetration, and that redesigning your packaging will translate into at least a 2 percent lift. That’s $20 million in growth, and the design expense would be a fraction of that (and, as I see it, a worthy investment.)\r\n\r\nThe time has come for retailers and manufacturers to ask themselves the hard questions. Is building a brand a component cost of goods, or is it an investment in your future? If you view it as the latter, how much are you willing to stretch in pursuit of that goal? How do you balance the need to manage costs with the reality of a private label marketplace in which brand sophistication is rapidly becoming the price of entry?\r\n\r\nThere are no universal answers here. But to speak frankly about the matter, the failure to consider these issues at all is starting to seem downright archaic.\r\n\r\nOriginally published in <a href=\"http://www.storebrands.info/store-brand-insights/experts-insights/reconsider-packaging-design?cc=28\" target=\"_blank\">Store Brands</a>\r\n\r\n&nbsp;', 'Reconsider packaging design', '', 'publish', 'open', 'open', '', 'reconsider-packaging-design', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/reconsider-packaging-design', 0, 'thinking', '', 0),
(2122, 1, '2015-08-04 13:54:50', '2015-08-04 13:54:50', 'Do you ever get the sense that retail technology is overhyped?\r\nPersonally, I love it. In my career, I have overseen technology roll-outs at thousands of high-touch retail stores nationwide. I have also consulted with major retailers and automakers on a raft of tech-related projects.\r\n\r\nBut let’s take a moment to get real about the role of technology in retail.\r\n\r\nOne of the biggest stumbling blocks I often see is the tendency to apply new technology to old techniques. We all feel comfortable sticking with known commodities — the approaches that have generally worked for years or even decades. All too often, the Web and ad agencies with which retailers have existing RFPs and retainers find it easier to rely on status-quo methods. This leads to shortcuts along the lines of, “We already paid $XX,XXX to create that message for the end cap, so let’s just make that show up on someone’s phone, too.” Or, “Make sure to tweet about that new (brand/product/feature).”\r\n\r\nTweeting might seem advanced, but if you think about it, it’s really a one-way communication — the equivalent of taking out a newspaper ad. Likewise, push text messages are hardly different from those pesky hawkers on the street who try to stuff random flyers in your hand. Some would even have retailers step into the role of an omniscient Big Brother by tracking customers’ always-on cellphone signals and automatically texting a coupon within a certain radius.\r\n\r\nTruth is, most people find this kind of thing irritating… and a little creepy.\r\nRetail technology is useful only insofar as it sparks meaningful conversations with and among consumers. If the technique in question won’t feel authentic and humanized on the receiving end, is it worth adopting? If it doesn’t involve listening and learning on both sides, is it really cutting edge?\r\n\r\nThe real promise of retail technology is its ability to facilitate meaningful two-way interactions in a variety of channels, both digitally and in real life.\r\n\r\nSo what does that look like? For starters, you don’t need to spend $1 billion on holograms and virtual-reality headsets. A simple tablet will do. What’s important is how you use the tools at your disposal. Let’s say you’re a retailer of high-end, modern furniture. A customer wants to know what that svelte sofa would look like in lime green. She also wants to see it in a living room that has pastel-yellow walls just like hers. The salesperson can now use the tablet to show the customer a digital mockup of exactly what she has imagined. In this scenario, the salesperson can offer to enhance the mockup with coffee tables, lamps, ottomans, etc., because the pitch is taking place as part of a two-way exchange that is willingly entered into by the customer.\r\n\r\nNeiman Marcus, for example, rolled out a shoe table that “listens” to customers in a novel way. When the customer picks up a shoe to examine it, a video rolls on the table showing a model striding down the runway in those flats or pumps. The customer thereby gains information both visually and, by holding the shoe, through touch. She has made a closer connection to the product, and the retailer learns about this connection because, upon activation, the sales staff learned precisely which shoe had piqued the shopper’s interest. The moment that video rolled, a legitimate reason for the salesperson to engage the customer in further conversation was presented.\r\n\r\nThe two-way nature of this is important, because when people feel listened to, they want to extend the dialog rather than walk out of the store. This is why retailers such as Apple, Nordstrom and AT&amp;T were smart to bring point-of-sale out from behind the counter and into the workspace. The conversation just flowed. At AT&amp;T, the goal is to inject learning into these interactions. “You have a new Audi A3?” the salesperson says. “That’s cool. Did you know those cars have wireless-hotspot functionality? It can save your family a ton of data.” Yes, the tablet has a quick video showing how AT&amp;T’s hotspot plan works, but it’s only effective because customer interest was piqued by a personal conversation.\r\n\r\nSo why not just rely on status-quo methods? Because attitudes are changing. Today, consumers want to be in charge of the buying process. They want to have conversations with brands and with each other. So forget about “pushing” content down a one-way street. Instead, let your customers take the wheel with you right by their side.\r\n\r\nOriginally published in <a href=\"http://smartblogs.com/social-media/2015/08/04/what-neiman-marcus-gets-about-retail-technology/\" target=\"_blank\">SmartBlogs</a>', 'What Neiman Marcus Gets About Retail Technology', '', 'publish', 'open', 'open', '', 'what-neiman-marcus-gets-about-retail-technology', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-neiman-marcus-gets-about-retail-technology', 0, 'thinking', '', 0);
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(2123, 1, '2015-08-05 15:19:14', '2015-08-05 15:19:14', '<strong>All Too Often Retailers and Manufacturers Tussle Over the Costs of Store-Brand Packaging Rather Than Viewing It as a Wise Investment That Will Benefit Both, Writes Branding Veteran Todd Maute</strong>\r\nIn today\'s retail marketplace, beating the competition increasingly requires savvy approaches to building and leveraging store brands. And yet retailers and manufacturers often squabble over the cost of store-brand packaging rather than seeing it as a valuable marketing tool worth investing in, writes Todd Maute, a partner at brand agency CBX, in a July 29 column for Store Brands magazine.\r\n\r\n\"Building your brand is clearly about much more than containing costs,\" writes Maute in the publication\'s Expert Insights column (\"Reconsider packaging design: Get results through a more nuanced approach to cost containment\"). \"In fact, going to market with best-in-class private brands is really a wise long-term investment.\"\r\n\r\nIndeed, when retailers, manufacturers and design firms put a priority on creating best-in-class store brand programs, all are more likely to benefit, Maute observes. Toward that end, he encourages retailers to evolve their store brands further by ramping up the quality and design standards of the packaging. \"It\'s the primary -- if not the only -- marketing tool store brands get,\" he notes.\r\n\r\nNor, Maute writes, would taking this step be particularly unrealistic: Over the past 20 years, leading retail chains have steadily embraced more sophisticated approaches to store brands, especially when it comes to research and testing. \"Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers,\" he writes. \"Skimping on design costs hinders the retailer\'s ability to get the product perception right.\"\r\n\r\nUsing the example of a $1 billion store brand with 20 percent market penetration, he points out that a minimum 2 percent lift in sales from a packaging redesign would translate into $20 million in growth -- \"and the design expense would be a fraction of that.\"\r\n\r\nThe full column is available <a href=\"http://www.storebrands.info/store-brand-insights/experts-insights/reconsider-packaging-design?cc=28\" target=\"_blank\">here</a>.', 'CBX Expert: Retailers Should See Packaging as a Marketing Tool, Not a Cost', '', 'publish', 'open', 'open', '', 'cbx-expert-retailers-should-see-packaging-as-a-marketing-tool-not-a-cost', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-retailers-should-see-packaging-as-a-marketing-tool-not-a-cost', 0, 'thinking', '', 0),
(2124, 1, '2015-08-11 06:19:19', '2015-08-11 06:19:19', 'If you’ve walked by the area of 37th and 6th and wondered who will be coming moving into the empty real estate, we have an answer for you.\r\nOscar Fittipaldi, an immigrant and Argentian-American, is the new franchise operator who will soon be running a Chick-fil-A out of Herald Square beginning in October.\r\n\r\nSome chicken lovers are rejoicing out there, but others are perhaps feeling a bit torn on this one — particularly members of the gay and lesbian community.  That’s because Chick-fil-A’s President and CEO said he’s against same-sex marriage  and he didn’t only voice his opinions once, but numerous times.\r\n\r\nBut will New Yorkers tweeting and bashing the company’s stance truly stand by their calls to boycott one of America’s favorite fast food chains? Or give in to their love of the food instead? We took that question to Dustin Longstreth, branding strategist with CBX in New York City.\r\n\r\n“I think New York City respects authenticity and the commitment of conviction above all, but at the end of the day the thing that unites New Yorkers is not a liberal agenda or a political opinion, but rather the love of good food,” said Longstreth.\r\n\r\nLongstreth believes there’s no question Chick-fil-A knew exactly what they were doing when they rolled out with this new ad spot to create a new and different tone from perhaps previous preconceptions surrounding the company and its CEO.\r\n\r\nThe company turned the tables and made the story more about Fittipaldi’s background.  That, according to Longstreth was a smart move, but will it work?\r\n\r\n“New York is a city that thrives off of tension.  Chick-fil-A will bring that tension and New York City also thrives off of great food, so they better bring some good chicken,” said Longstreth.\r\n\r\nIn a statement to PIX11, Chick-fil-A said:\r\n“Chick-fil-A believes that success in a community is tied directly to the caliber of the individual franchised Operator who runs the local Chick-fil-A restaurant. Oscar has not only an incredible background in leadership and hospitality, but he also has an entrepreneurial spirit. He has been running the Chick-fil-A restaurant at Aramingo in Philadelphia since it opened more than five years ago, bringing together a diverse community in an urban location. His experience in Philadelphia – combined with his energetic personality – makes him the right person to open the first restaurant in New York City.\r\n\r\nPIX11 also asked Chick-fil-A if they are concerned about a potential boycott in New York City or even protesters, to which the company said it “is not concerned and hopes to sincerely and genuinely welcome everyone from the community.”\r\n\r\nOriginally aired on <a href=\"http://pix11.com/2015/08/11/will-chick-fil-a-retain-its-anti-lgbt-stance-for-its-move-to-nyc/\" target=\"_blank\">PIX11 News</a>.\r\n<div class=\"videoWrapper\"><iframe src=\"https://player.vimeo.com/video/136560245\" width=\"300\" height=\"150\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe></div>', 'Will Chick-Fil-A Retain its Anti-LGBTQ Stance for its Move to NYC?', '', 'publish', 'open', 'open', '', 'will-chick-fil-a-retain-its-anti-lgbtq-stance-for-its-move-to-nyc', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/will-chick-fil-a-retain-its-anti-lgbtq-stance-for-its-move-to-nyc', 0, 'thinking', '', 0),
(2125, 1, '2015-08-19 20:32:40', '2015-08-19 20:32:40', 'For a pair of American brands that recently underwent similarly massive rebrands – Big Heart Pet Brands (formerly of the Del Monte empire) and Jazzercise – heritage was found in the companies’ histories, but also in their values and objectives for the future of their business. American brand agency CBX worked on both rebrands.\r\nBig Heart Pet Brands is, essentially, a new brand. It’s logo and brand system are new. It’s positioning is new. Yet, it is also the only remaining vestige of FMCG giant Del Monte’s business after a sell-off of its human food brands. The company found that its remaining pet-focused holdings were not best served by the Del Monte brand, despite the brand affinity among consumers for the parent company and its own 129-year history.\r\n\r\nSatoru Wakeshima, general manager at CBX, says this was a compelling position as the company was now all about pets. That was a proposition that made sense to its consumers, internal audience and investors alike. “While Del Monte Foods owned strong, well-known leadership brands in this space, such as Milk-Bone – and they very well could have gone the route of calling it the Milk-Bone Pet Company – there was a much bigger opportunity. When you’re creating a brand, you’re telling a story. And our story was more than just about the products this company sells, it was about a mission, a purpose: nurturing the bond between pets and the people who love them, making every day special.”\r\n\r\nWakeshima adds, “Big Heart Pet Brands would be a completely different company than Del Monte Foods and that transformation happened literally, overnight.” Despite throwing off the Del Monte mantle, though, Big Heart Pet Brands focused on its objective – love for one’s pets and the emotions within that relationship. From that standpoint, the brand was able to establish a new heritage in pet care by harnessing the company’s culture, the equity in its renowned brands and a new photographic and visual style. Wakeshima says, “Unless heritage has relevancy, it’s merely that: your past. Brand equity is what you own in the minds of people and there’s tangible, visual equity and there’s the intangible, emotional equity that’s associated with a brand.”\r\n\r\nJazzercise also saw heritage as both a boon and a burden. The high-intensity exercise brand had become inextricably tied to the 1980s, and all the visual clichés inherent in that decade. In rebranding, it had to acknowledge the household brand’s heritage, but also address its relevance to the modern woman.\r\n\r\n“A rebrand allows any business to take a step back and evaluate its past, present and future place in the market and wider world. Ultimately, it’s a moment to identify its raison d’être”\r\nCreative director at CBX, Alison Koller, says Jazzercise chose a frank, straightforward tone of voice that recognised and dispelled the associations the brand had with the past. But it also remained true to its core proposition of offering fun, intense workouts infused with choreography and dance music. Koller says, “We looked at all of the historical materials from Jazzercise, and understood that the name was the one clear piece of equity for the brand. The visual elements, however, needed a complete transformation... Innovation can come in the form of a new product or service. In the case of Jazzercise, the simple extension of the brand into greater strength and higher intensity toning (still based in dance) was a straightforward innovation.”\r\n\r\nSee full story in <a href=\"http://www.transformmagazine.net/articles/2015/who-am-i-heritage-and-rebranding/\" target=\"_blank\">Transform Magazine</a>.', 'Who Am I?: Heritage and Rebranding', '', 'publish', 'open', 'open', '', 'who-am-i-heritage-and-rebranding', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/who-am-i-heritage-and-rebranding', 0, 'thinking', '', 0),
(2126, 1, '2015-08-25 18:19:12', '2015-08-25 18:19:12', '<strong>Choosing the right name is one of the most important decisions entrepreneurs make when starting up a new business. Here are some fresh insights into naming your business well.</strong>\r\nChoosing the right name is one of the most important decisions entrepreneurs make when starting up a new business. Ryan Lockhart, co-founder of boutique advertising agency group46, says the name can make or break a first impression of a new business’s brand. “I believe that the name comes from the future. The name is only a word, or a cluster of words, before the company puts a connotation behind it,” he says. “An apple was a fruit until the company revolutionized it.”\r\n\r\nChoosing a brand name is as much a strategic decision as a creative decision, argues Rachel Bernard, vice president of branding agency CBX. “Start by identifying the role the name should play for the business,” she counsels. “For example, if the business will be entering a crowded category with lots of competitors, a disruptive name that really stands out or a name that highlights a differentiating feature of the brand will be a big competitive advantage.”\r\n\r\nWhen you choose the right name for your brand, you allow all of the positive associations of that word or set of words to flow into your brand position and reinforce your core principles and values, says Adam Padilla, founder and CEO of BrandFire Creative Agency. “When you choose a not-so-good name, you wind up fighting an uphill battle to undo the preconception that the name carries, which means wasted marketing dollars. Worse, you run the risk of creating your own ‘brand ceiling,’ where you grow only as far as the name allows you to,” he warns. “This happens to many SMBs without the branding savvy to adjust their brand identity and fit into the larger national and international conversation.”\r\n\r\nSerial entrepreneur Bill Rinehart, who is currently founder, chairman, and CEO of DUFL, a travel and services app, has been through this exercise several times. He says choosing a name can be a do-it-yourself project, “although it doesn’t hurt to have outside opinions.” However, he feels it is important to engage third-party expertise for help with the logo, “which, in many cases, can be as important as the name.”\r\n\r\nLockhart stresses that choosing a name should be one of the final steps in the branding process for a new business. Completing the bulk of the branding process first “allows the personality and values of the company to be accurately reflected in a concise name.” He also reminds entrepreneurs to make sure they check for multiple definitions of any words used in the company name, and not just in the English language -- especially if your company will be doing business in other countries.\r\n\r\nMarketing consultant Brynn Winegard suggests that startups choose a name that is simple, descriptive, aspirational, differentiated, unique, Web-friendly, and can be trademarked. That last quality should not be overlooked. “After selecting a name, it is important to enlist the help of a trademark attorney to better assess the risk associated with the use of the proposed name,” says Jennifer Mikulina, a partner at McDermott Will &amp; Emery and head of its global trademark prosecution practice.\r\n\r\nOnce you choose your name, you must take steps to protect it. Start by filing an application to register your name as a trademark or service mark with the U.S. Patent and Trademark Office, Mikulina advises. That creates a presumption of ownership of the trademark and the exclusive right to use it nationwide in connection with the goods or services listed in the trademark application. You should also create a strategy to police unauthorized third-party use of the name, for example, by setting up a Google Alert or using another online tool to notify you of references to your name online.\r\n\r\nOriginally published in <a href=\"http://www.inc.com/comcast/choosing-the-right-business-name.html\" target=\"_blank\">Inc.</a>', 'Choosing the Right Business Name', '', 'publish', 'open', 'open', '', 'choosing-the-right-business-name', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/choosing-the-right-business-name', 0, 'thinking', '', 0),
(2127, 1, '2015-08-22 18:23:58', '2015-08-22 18:23:58', 'When you visit <a href=\"http://www.starbucks.com/\" target=\"_blank\">Starbucks.com</a>, the “Responsibility” tab is front and center. Click on it, and you’ll find nearly 30 different links under headings such as “Community,” “Environment” and “Ethical Sourcing,” along with a 19-page Global Responsibility Report for those who would take an even deeper dive into the company’s practices. Starbucks, in other words, makes a real effort to walk the talk of responsibility. And yet, when the company launched its <a href=\"https://twitter.com/search?q=%23racetogether&amp;src=typd\" target=\"_blank\">#RaceTogether</a> campaign back in March, the mockery was swift and merciless. The plan, as we all remember, was for baristas to write “Race Together” on customers’ cups in an effort to spark dialog about race in America.\r\nUnfortunately for Starbucks, #RaceTogether is now synonymous with #PRdebacles.\r\n\r\nSo what happened? How could Starbucks have gotten it so wrong? In the age of the self-aware consumer, brands have no choice but to engage with their customers on the issues of our time, right?\r\n\r\nThe risk lies in losing track of the all-important difference between integrity, an objective state of being, and the far-more-subjective sphere of morality/ethics. When brands focus on achieving the integrity of their purpose (making whole on their promise), these campaigns tend to get results. When brands stray into opportunistic preaching or moralizing, the response from consumers is often “Who the hell do you think you are?”\r\n\r\nHarvard University business professor Michael Jensen puts it best when he defines integrity as “a state or condition of being whole, complete, unbroken.” Morality and ethics, by contrast, are normative, subjective concepts: What is moral or ethical to someone in the Bay Area might be immoral or unethical to somebody in the Bible Belt. By contrast, integrity—or the lack of it—is objective and easy to spot. It either exists or it doesn’t. Chipotle Mexican Grill, for instance, routinely talks about the high quality of its grass-fed beef and humanely raised pork. If the chain were to be busted for lying about its food sources, we would all see this as a breach of integrity, regardless of what we happened to think about the morality or ethics of eating conventional beef, pork and poultry. (And in fact, Chipotle’s integrity is now under fire: The chain faces a <a href=\"http://www.msn.com/en-us/money/companies/lawsuit-claims-chipotle-has-been-deceiving-customers/ar-AAdPKEx?ocid=mailsignout\" target=\"_blank\">class action</a>  alleging it has been deceptive about being GMO-free.)\r\n\r\nTherefore, with regard to campaigns prioritize and highlight the great things your brand does to make good on its promises. Resist the impulse to try to boost your brand’s cachet by taking stances you believe will be popular or politically correct—especially if those stances are largely unrelated to your core purpose.\r\n\r\nIn the age of the self-aware consumer, complying with the radically varying moral demands of diverse audiences is impossible. However, any company can look within and focus sincerely on making sure its brands have integrity. These internally consistent, honest stories then become building blocks for campaigns that will boost customer loyalty over the long term—and keep you out of #PRdebacles on Twitter.\r\n\r\nOriginally published in <a href=\"http://www.commpro.biz/public-relations/avoiding-prdebacles-integrity-is-the-key-to-brand-campaigns-that-never-backfire/\" target=\"_blank\">CommPRO.biz</a>.\r\n\r\nPhoto courtesy of <a href=\"http://www.finerminds.com/consciousness-awareness/integrity-honesty/\" target=\"_blank\">finerminds.com</a>.', '\'Avoiding #PRdebacles’: Integrity is the Key to Brand Campaigns That Never Backfire', '', 'publish', 'open', 'open', '', 'avoiding-prdebacles-integrity-is-the-key-to-brand-campaigns-that-never-backfire', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/avoiding-prdebacles-integrity-is-the-key-to-brand-campaigns-that-never-backfire', 0, 'thinking', '', 0),
(2128, 1, '2015-08-26 19:13:44', '2015-08-26 19:13:44', 'National drug chains are working hard to drive more sales in the beauty care category.\r\nThe merged Walgreens Boots Alliance Inc., for starters, is revamping its stores with a swankier cosmetics offering centered on the Boots No7 skin care line, which already drives traffic across Europe. For its part, Rite Aid Corp. is rolling out its Receutics Active Skin Repair, a new line of over-the-counter, dermatologically tested skin care products. And of course, CVS/pharmacy continues to reap the benefits of its popular Nuance Salma Hayek line.\r\n\r\nThis emphasis on beauty is no accident. Clearly, drug stores need to leverage their proximity to consumers and drive more traffic to the store. Instead of emphasizing food offerings, like many drug stores are doing, there’s an opportunity to focus on a higher-margin offering, such as cosmetics.\r\n\r\nSo, how can retailers elevate their game in the high-margin beauty aisle and make it a destination? One approach would be to truly own the category.\r\n\r\nA few years ago, for example, when consumers needed pet food, most of them just went to the grocery store. Today, national pet retailers own the pet food category. These chains smartly created strong narratives that positioned themselves as the real experts on pet food — places where you could talk to an expert to get the low-down on the healthiest and highest-quality selections for your particular pet, and where there would be a diverse offering of brands. (It also didn’t hurt that, like drug stores, pet retailers saturated the marketplace and are now on every corner.)\r\n<p style=\"color: #000000;\">Likewise, national chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays.</p>\r\n<p style=\"color: #000000;\">To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel. Even women of limited means are often willing to drive to Macy’s, Nordstrom, Sephora or Saks to splurge on cosmetics. What they’re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.</p>\r\n<p style=\"color: #000000;\">Offering a strong private label brand approach in beauty is a good first step. To truly capture loyalty, however, drug chains need to ramp up the general impression of service as well. That could mean bringing in a cosmetologist for occasional product demonstrations, “makeover days,” classes or other events, or pointing to the fact that pharmacy personnel can answer questions about how certain products — or even supplements and food — can affect sensitive skin.</p>\r\n<p style=\"color: #000000;\">Marketing and branding should reinforce this expert angle. The chain’s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products. Use this opportunity to be proactive — don’t wait for consumers to come to your website. Your experts need to be out there, not just on YouTube and Twitter, but also on major venues like “Good Morning America” and CNN as well.</p>\r\n<p style=\"color: #000000;\">In addition to reputation-building efforts of this kind, chains could focus harder on elevating the customer experience in the beauty aisle.</p>\r\n<p style=\"color: #000000;\">At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies. But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?</p>\r\n<p style=\"color: #000000;\">The approach could be integrated and omnichannel — right down to automated replacements of mascara or other items populated as favorites via an iPhone app. Customers get a text telling them that their replacement item is ready for pickup, along with a coupon or two.</p>\r\n<p style=\"color: #000000;\">Walgreens, for one, is collaborating with a new “social competition” app called Challenged to “bring summer beauty tips to life.” Along the lines of the Ice Bucket Challenge, Walgreens is challenging users to submit 12-second video clips using either CIRCA Beauty or Nonie Creme Colour Prevail, both of which are Walgreens private label products. Beauty expert Lauria Locsmondy of the Walgreens Social and Content creative team will judge the top-three “viewed” Beauty Challenge videos. This is savvy positioning.</p>\r\n<p style=\"color: #000000;\">With its emphasis on health, Rite Aid’s Receutics line also appears to be on trend. According to the company, both research and feedback from pharmacists indicated that Rite Aid’s customers wanted dermatologist-strength solutions to common skin care issues. The pitch here is that Receutics aren’t just clinically proven to be effective — they’re also affordable. The products, which range in price from $9.99 to $49.99, fall into one of four categories: acne clearing, therapeutic relief, sun care and antiaging.</p>\r\n<p style=\"color: #000000;\">Notice that, with Receutics, Rite Aid has much more than an opportunity to boost sales: The customer encounter with Receutics — whether we’re talking about in-store, online or anything in between — is a meaningful impression in and of itself, with broad potential to bolster the overall Rite Aid brand.</p>\r\n<p style=\"color: #000000;\">All in all, the focus on higher-margin beauty items is a solid strategy and, given that the U.S. beauty industry alone is worth $12 billion, there is a lot of room for robust growth. Having done the work on the product front, the next step is to kick execution into a higher gear. Before you know it, most women will be skipping those trips to the mall — and picking up their cosmetics at neighborhood drug stores.</p>\r\nOriginally published in <a href=\"http://www.chaindrugreview.com/with-elevated-offerings-drug-chains-can-own-beauty/\" target=\"_blank\">Chain Drug Review</a>.\r\n\r\nPhoto courtesy of <a href=\"http://www.entdigest.com/winning-a-sephora-gift-card/\" target=\"_blank\">entdigest.com</a>', 'With Elevated Offerings, Drug Chains Can Own Beauty', '', 'publish', 'open', 'open', '', 'with-elevated-offerings-drug-chains-can-own-beauty', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/with-elevated-offerings-drug-chains-can-own-beauty', 0, 'thinking', '', 0),
(2129, 1, '2015-08-26 20:12:29', '2015-08-26 20:12:29', '<strong>Build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and attract new users by stretching your brand into new and different areas.</strong>\r\nMarketers have always used line extensions to build business and grow consumer loyalty. Oreo is a classic example. You start with Oreo sandwich cookies and then extend in subtle ways. You add more filling (“Double Stuf”) and make the cookies bigger or smaller. Then you vary the base product a bit further by, say, covering the cookies with chocolate or changing their flavors and filling. This classic approach to line extensions worked decades ago and still works today.\r\n\r\nBut today there are reasons for brands to stretch further—to go beyond the simple and obvious. Today’s buzz-hungry, relevancy-oriented, social media-rich marketplace is fertile ground for brands to connect with consumers by innovating even more. By leveraging existing brand equities and stretching them into new and different areas, companies can build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and even attract new users to the fold. Successful “stretching” leverages key packaging equities as a bridge to maintain a strong connection between the existing brand and the new innovation.\r\n\r\n<strong>Brand stretches that make sense\r\n</strong>A prime example of a brand stretch is Ben &amp; Jerry’s Salted Caramel Brownie Brown Ale, a collaboration with New Belgium Brewing Co. that will be available this fall. Here, the packaging for the brown ale clearly leverages the brand’s visual assets: the puffy white clouds against a light blue sky and the quirky cow with its bright-yellow scarf, snow goggles, and ski hat. But this packaging isn’t designed only for those of us who have stood before grocery-store coolers salivating at all the different Ben &amp; Jerry’s flavors; it also aims to appeal to craft beer fans who have done much the same looking at diverse selections of ales, stouts, and the like. In addition to the Ben &amp; Jerry’s equities, the packaging includes New Belgium’s logo and signature red bicycle.\r\n\r\nI doubt this is a first step in a move by Ben &amp; Jerry’s to become a dominant player in the world of craft beer. Nor is New Belgium likely to sell ice cream-inspired beer anytime soon. Instead, this is a quirky, fun, and buzz-generating collaboration that will put smiles on the faces of all involved. This brand stretch reinforces the good feelings already associated with both brands. If it makes money, that’s a happy bonus.\r\n\r\nAnother example is Patagonia Provisions by outdoor clothier Patagonia. The company’s world-traveling founder, Yvon Chouinard, cares deeply about food and began offering Patagonia-branded food items in 2013 with the introduction of lightly smoked, wild-caught salmon. More recently, the company began selling organic fruit-and-almond bars. Here, the effort clearly involved a careful survey of existing approaches to packaging in the healthy bar category. Patagonia’s fruit bars are visually spare, with about as much white space as you would expect to see on a trek through the Himalayas. This sends a message to consumers that the bars are about whole foods, not additives. The Patagonia logo is tastefully minimized but helps tie these products back to the original brand. The overall approach is utilitarian, making the bars feel like something you would pick up along with freeze-dried dinners and fuel for your camp stove, in preparation for a long backpacking trip. Are hardcore adventurers really the sole target audience for the bars? No, but who doesn’t want to feel like a hardcore adventurer at one time or another? Regardless of whether Patagonia Provisions becomes a big moneymaker, this stretch clearly helps bolster the overall Patagonia brand. In this case, the fit between the original product brand and the new offshoot is as snug as a pair of ski pants.\r\n\r\nWhen Condé Nast’s Self fitness and beauty magazine launched Self Healthy Kitchen frozen meals last year, the stretch made sense to anyone familiar with the magazine’s persistent attempts to play a more meaningful role in readers’ lives. Created in partnership with chef Calvin Harris, the line is reportedly headed for shelves at nearly 3,000 stores. Magazines and food might seem like ... well, apples and oranges, but the brand affinities here are strong and could help drive brand loyalty.\r\n\r\nAs with the Ben &amp; Jerry’s/New Belgium and Patagonia products, packaging was used to give this stretch added credibility. Viewed side-by-side with the latest issue of Self, the packaging for these frozen meals clearly resembles the cover of a monthly issue of the magazine. However, the “star” is not an artfully edited image of, say, Cameron Russell or Jillian Michaels. Instead, it is a scrumptious-looking picture of the entrée inside.\r\n\r\n<strong>Bad publicity better than no publicity?\r\n</strong>\r\n<p style=\"color: #1a1a1a;\">But can brands stretch too far? This is subjective territory. Unsuccessful attempts can leave your target consumers scratching their heads. An idea that seems a bit off to one person might appeal to another.</p>\r\n<p style=\"color: #1a1a1a;\">Back in 2012 when Heineken partnered with a retailer and fashion designer to offer a leather saddle shoe, I wondered whether beer nuts would have been a more logical choice. And to me, the idea of Zippo Fragrances is completely off brand. When I heard of this extension, I couldn’t help but imagine the dizzying odor of butane. Since 1933, Zippo has sold more than 500 million lighters across the globe. According to the company, “98 out of every 100 people surveyed have knowledge of the Zippo name and lighter without being coached in any manner.” Is this level of global brand recognition impressive? Absolutely. But I must admit that, for me, Zippo Fragrances seems a bit too much. In this case, though, the stretch is really more about novelty packaging than brand fit. The fragrance bottles look exactly like Zippo lighters.</p>\r\n<p style=\"color: #1a1a1a;\">To be sure, we will continue to see conventional approaches to line extensions in the classic mold—how many more granola bars and yogurt flavors and sizes can we come up with? In today’s always-on marketplace, companies need to try even harder to find new and novel ways to make their brands resonate with consumers. “Stretchy” brand expansions are a way to do precisely that, allowing brands to be present in additional apertures and in more categories. Charting unfamiliar territory can be risky, but it can also be a great way to grow your business and bolster customer loyalty. Before you embark on such a project, however, key considerations should include:</p>\r\n<strong>1. Brand fit:</strong> Can the signature attributes, benefits, or image associations of your brand credibly migrate to other offerings? What is it about your brand beyond straightforward product characteristics that can be leveraged in a new way?\r\n\r\n<strong>2. Potential benefits:</strong> Will the stretch generate more buzz or awareness for your brand, regardless of whether sales go through the roof? If so, the idea might well be worth pursuing. Even if the stretch isn’t particularly tweet-worthy, will it appeal to a different set of consumers in ways that could drive incremental sales growth over time?\r\n\r\n<strong>3. Strike a balance:</strong> If the idea is truly novel or offbeat, make sure it will put a smile on the face of consumers rather than cause them to scratch their heads in confusion. Is it something that you personally would want to chat about at the water cooler (in a positive way)? If so, that’s a promising sign.\r\n\r\nOriginally published in <a href=\"http://www.packworld.com/package-design/strategy/master-art-and-science-brand-stretch\" target=\"_blank\">Packaging World</a>.', 'Master the Art and Science of the Brand Stretch', '', 'publish', 'open', 'open', '', 'master-the-art-and-science-of-the-brand-stretch', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/master-the-art-and-science-of-the-brand-stretch', 0, 'thinking', '', 0),
(2130, 0, '2018-09-27 16:53:44', '2018-09-27 16:53:44', '', 'Nice-1', '', 'inherit', 'open', 'closed', '', 'nice-1', '', '', '2018-09-27 16:53:44', '2018-09-27 16:53:44', '', 1770, 'http://cbx.cappendev.com/app/uploads/2018/09/Nice-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(2131, 1, '2015-09-09 14:10:45', '2015-09-09 14:10:45', '<strong>But the Effort Must Be Comprehensive and Focus on Elevated Approaches to Store Design, Marketing, Merchandising and the Overall Customer Experience, Writes Branding Veteran Todd Maute</strong>\r\nDrug stores are always looking to drive more traffic to the front of the store and boost sales of higher-margin items. Upping their game on beauty is one way to accomplish both objectives, writes Todd Maute, a partner at brand agency CBX, in the August 24th issue of Chain Drug Review.\r\n\r\n\"National chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays,\" Maute writes. \"To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel.\"\r\n\r\nIn the column (\"Drug Chains Can Own Beauty with Elevated Offerings\") Maute cites the ongoing efforts of chains such as Walgreens, CVS and Rite Aid to ramp up the sophistication of their beauty aisles. These efforts are for the most part on point, the veteran branding consultant comments, but the overall strategy should be to make the beauty aisle a true destination for beauty shoppers. \"Even women of limited means are often willing to drive to Macy\'s, Nordstrom, Sephora or Saks to splurge on cosmetics,\" he observes. \"What they\'re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.\"\r\n\r\nDrug chains need to ramp up the general impression of service as well, Maute says. \"That could mean bringing in a cosmetologist for occasional product demonstrations, \'makeover days,\' classes or other events,\" he notes, \"or pointing to the fact that pharmacy personnel can answer questions about how certain products -- or even supplements and food -- can affect sensitive skin.\"\r\n\r\nMarketing and branding should reinforce this expert angle. The chain\'s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products, Maute writes.\r\n\r\nMoreover, chains could focus harder on elevating the design of the beauty aisle itself. \"At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies,\" Maute writes. \"But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?\"\r\n\r\nMaute adds that \"the approach could be integrated and omni-channel -- right down to automated, replacements of mascara or other items populated as favorites via an iPhone app. You get a text telling you that your replacement item is ready for pickup, along with a coupon or two.\"\r\n\r\nSee the full article <a href=\"http://www.chaindrugreview.com/with-elevated-offerings-drug-chains-can-own-beauty/\" target=\"_blank\">here</a>.\r\n\r\nPhoto courtesy of <a href=\"http://dr40wallstreet.com/look_boutique\" target=\"_blank\">Duane Reade</a>.', 'CBX Expert: Drug Chains Can Own the Beauty Category by Upping Their Game', '', 'publish', 'open', 'open', '', 'cbx-expert-drug-chains-can-own-the-beauty-category-by-upping-their-game', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-drug-chains-can-own-the-beauty-category-by-upping-their-game', 0, 'thinking', '', 0),
(2132, 1, '2015-09-10 14:45:14', '2015-09-10 14:45:14', '<strong>Design Creates a Retail Brand and Elevates Food Offering</strong>\r\nMOL Group, an international oil and gas company based in Budapest, Hungary, has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX, the strategic brand agency and retail design consultancy based here. MOL operates a network of more than 1,900 fuel centers in 11 countries across central and southeastern Europe.\r\n\r\nThe first 28 locations under the Fresh Corner brand opened over the course of the past three months in six countries (Hungary, Croatia, Romania, Serbia, Slovakia and the Czech Republic). The initial stores range in size from 500 to 2000 square feet.\r\n\r\nCBX was tasked with creating a new retailing concept and prototype that would reflect and respect the diversity of the company\'s distinct national markets. In addition, with its expansion driven by acquisitions, MOL\'s network currently incorporates a number of different nameplates and footprints. Consequently, part of CBX\'s assignment was to develop guidelines and criteria to help the company determine which store size and product assortment would be right for particular markets and locations.\r\n\r\nFinally, CBX worked with MOL to develop a core c-store offering, including hot beverages and food-to-go, that could be applied with modification across all of the company\'s national markets. Joseph Bona, CBX president of branded environments and a veteran c-store designer, noted that product offerings in MOL\'s retail facilities were heavily focused on automotive supplies and accessories.\r\n\r\nTo aid the company in developing a true convenience retail assortment, CBX analyzed MOL\'s sales data to determine the optimal core offering. \"We felt the convenience assortment needed to do three things,\" Bona explained. \"First, increase shopping frequency. Second, increase the basket size and third, provide items that people need on a regular basis, not for a roadside emergency. It was really about giving people more reasons to shop at the MOL network and encourage them to buy more when they do.\"\r\n\r\nReflecting on the overall scope of the project, Lars Höglund, SVP MOL Group Retail, commented: \"MOL defined a very ambitious retail strategy for the upcoming years. To be successful with our mission, we had to reconsider all aspects of our retail fundamentals step-by-step, and CBX was a great partner and mentor on this journey. The new design was created in order to best support the provision of the renewed offer. The external design communicates immediately that we moved away from the traditional forecourt shop towards a retail outlet where customers can make their daily top-up shopping, as well as buy hot beverages and food for the road.\"\r\n\r\nIn terms of site design, Bona noted that in many MOL locations, the gas canopies are connected to the stores, which typically has a dramatic influence on customers\' perceptions of the facility. \"We had to make sure the store\'s exterior communicated properly what is inside,\" he said. \"To accomplish that, we designed an all-glass storefront that clearly displays the convenience and food offerings inside, and created an outdoor seating area to further reinforce their food offering.\"\r\n\r\nAdjacent to the outdoor seating area, the store\'s exterior sports a newly designed visual identity -- a large graphic of a cup of Fresh Corner-branded coffee. This reinforces the message that food is inside to customers at the curb or gas pumps.\r\n\r\nOf course, that message is also conveyed through the store\'s new name, \"Fresh Corner.\" MOL had been employing the \"Fresh Corner\" descriptor to demarcate a small food area inside its retail facilities, and at CBX\'s suggestion, this became the stores\' main identity, branding them as a food retailer rather than just a gas station. \"Since the company owns the name, we took \'Fresh Corner\' and applied it to the exterior of the building over the entrance,\" Bona explained.\r\n\r\n\"Like the effort behind the stores\' core offering, the challenge of developing a foodservice offering that could work in the different countries was tackled in a similarly analytical fashion. We started with the belief that 80% of what people expect in terms of food-to-go from a c-store is fairly universal,\" Bona said. \"It\'s the other 20% where you need to create the flexibility to entertain different taste profiles, flavor preferences and unique items. The system we created allowed for local nuances. But the system of delivering the food, the preparation, the presentation and the packaging, all needed to be consistent.\"\r\n\r\n\"Our key challenge was to know exactly who our customers are and what they want in the different markets,\" noted Höglund, who added that MOL has also focused on improving customer experiences at the fuel pumps and other areas. \"We had to align ourselves with the latest market and customer trends and convert our filling stations to service stations. We aspire to leap-frog competition not only in our offer, but in operations, too. We are transforming our pump attendants into hosts, who from now on need to think, act and behave with 100%-customer focus.\"\r\n\r\n\"As a result of our intense, joint efforts,\" Höglund summed up, \"we now provide a relevant customer offer at all of the pilot sites, which includes an enhanced hot beverage and food-to-go program, a new convenience store concept with daily essentials, as well as a renewed car wash offer and other services. Ultimately, we intend to roll out these elements to all locations.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://www.pennenergy.com/marketwired-oilgas/2015/09/10/hungary-s-mol-group-rolls-out-new-c-store-prototype-designed-by-cbx.html\" target=\"_blank\">PennEnergy\r\n</a><a href=\"http://www.nacsonline.com/News/Daily/Pages/ND0911155.aspx#.VfNF7J1Viko\" target=\"_blank\">NACS Online\r\n</a><a href=\"http://conveniencestoresgasstations.retail-business-review.com/news/mol-group-rolls-out-new-c-store-prototype-designed-by-cbx-110915-4668327\" target=\"_blank\">Retail Business Review\r\n</a><a href=\"http://www.petrolplaza.com/news/print/browse/MiZlbiYxOTA1NCYmMSYzMCYx\" target=\"_blank\">Petrol Plaza</a>', 'Hungary\'s MOL Group Rolls Out New C-Store Prototype Designed by CBX', '', 'publish', 'open', 'open', '', 'hungarys-mol-group-rolls-out-new-c-store-prototype-designed-by-cbx', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/hungarys-mol-group-rolls-out-new-c-store-prototype-designed-by-cbx', 0, 'thinking', '', 0),
(2133, 1, '2015-09-14 12:10:43', '2015-09-14 12:10:43', 'CBX, the brand agency and retail design consultancy, received five awards in Graphic Design USA’s American Package Design Awards 2015 competition.\r\nThe firm was honored for its work on behalf of a range of clients in the beauty and personal care; home, garden and industrial; health and wellness; posters, displays and kiosks; and wine, beer and liquor categories.\r\n\r\nThe editors recognized CBX for its work on behalf of Amway’s Satinique line of hair care products, Prestige Brands’ Little Remedies, ASICs Super J Display, Scotts Miracle-Gro’s new Nature’s Care product line, as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nConducted by the editors at Graphic Design USA, The American Package Design Awards have recognized excellence in packaging for over five decades. The competition, one of the fastest-growing, generated over 2,000 entries this year.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/Satinique_Shampoo_LL.jpg\"><img class=\"alignnone wp-image-9345 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/Satinique_Shampoo_LL-1024x682.jpg\" alt=\"Satinique_Shampoo_LL\" width=\"1024\" height=\"682\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/ASICS_Dsply_3.jpg\"><img class=\"alignnone wp-image-9344 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/LilRemedies_LL_1-1024x682.jpg\" alt=\"LilRemedies_LL_1\" width=\"1024\" height=\"682\" /><img class=\"alignnone wp-image-9341 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/ASICS_Dsply_3-682x1024.jpg\" alt=\"ASICS_Dsply_3\" width=\"682\" height=\"1024\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/MG-Natures-Care-bags.jpg\"><img class=\"alignnone wp-image-9342 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/MG-Natures-Care-bags-1024x682.jpg\" alt=\"MG Natures Care bags\" width=\"1024\" height=\"682\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/LIQS_LL_1_alt3.jpg\"><img class=\"alignnone wp-image-9343 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/09/LIQS_LL_1_alt3-1024x682.jpg\" alt=\"LIQS_LL_1_alt3\" width=\"1024\" height=\"682\" /></a>', 'CBX Wins Five Awards In American Package Design Competition', '', 'publish', 'open', 'open', '', 'cbx-wins-five-awards-in-american-package-design-competition', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-wins-five-awards-in-american-package-design-competition', 0, 'thinking', '', 0);
