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(2875, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Joseph Bona\nConsumer product manufacturers have historically focused on just one type of “real estate” — namely, that relatively small amount of shelf space where their brands jockey for attention in the store. But over the past few years, a few manufacturers have been doing deals with landlords to launch spacious retail stores focused exclusively on brands like Chobani Greek Yogurt, McCormick seasonings or Spanx hosiery. Is the goal here to dive into commercial real estate and blanket the country with storefronts along the lines of a Dollar General or a Walgreens? Not likely. However, by opening retail stores focused exclusively on their brands, these companies do stand to accomplish something important: Deepening their connections with consumers.\n\nWhen Chobani launched its New York City yogurt store back in August 2012, it created a kind of church dedicated specifically to the conversion of legions into Chobani evangelists. At the bustling Prince Street store, Chobani fans — foodies, dieters, health nuts and everything in between — delight in sampling and buying all kinds of yogurt creations whipped up on site by highly trained associates. The store may or may not turn a profit, but it definitely tells a good story.\n\nThe most successful stories are often those that can be summed up in just a sentence (“It’s about this 10-year-old wizard who has to stop the world’s most evil villain”). Honing and clarifying the message in this way takes lots of practice. By opening retail stores, in other words, brands gain the opportunity to experiment with their storytelling. The store is, in a sense, a lab in which the company can tinker with product offerings, tweak marketing messages, and absorb data related to the behavior and preferences of loyal customers.\n\nIn Baltimore, McCormick World of Flavors gives McCormick &amp; Co. the opportunity to highlight all of its products in a colorful space filled with the sights, sounds and aromatic smells associated with cooking, baking and grilling. It’s one thing to see an ad for McCormick brands like Old Bay, Vahiné or Grill Mates; it’s quite another to taste expertly seasoned food spiced up on site in the McCormick store. The storefront, which opened in August 2012, even boasts its own line of flavored salsas, olive oils, vinegars and tapenades.\n\nThis is not to suggest that profit is never part of the picture for brand-focused retail stores. The products of the Atlanta-based hosiery company Spanx are famously popular, and so it wouldn’t be a surprise if the company’s stores in Pennsylvania, Virginia, New Jersey and Atlanta actually make money. According to NPD Group, consumers spent $725 million on Spanx and Spanx-like hosiery in the 12-month period that ended on June 30.\n\nHigh-traffic sites such as McCormick’s store — which is located in Harborplace at Baltimore’s Inner Harbor, one of the most photographed and visited places in the city —do create another interesting possibility. Because the experience is still fresh in their minds, the thousands of tourists and locals who visit places like McCormick World of Flavors might actually be more likely to shop this brand the next time they go back to their local supermarkets.\n\nBut even if such efforts fail to drive profits for the likes of Spanx, McCormick and Chobani, they can certainly help manufacturers learn valuable lessons about how to be as focused and brand-centric as possible. This is no small feat in an economy in which many brands struggle to connect with customers.\n\nOf course, question marks continue to loom over brick-and-mortar real estate. Critics point out that we now live in a world in which Amazon Prime subscribers can have anything and everything shipped to their homes — for free — with just a few swipes on their iPhones or iPads. But after talking with a few Chobani evangelists about their experiences with the New York store, it seems clear that something clicked for these consumers once they spent some time in that space. With its clarity of message and novel offerings, the store took the brand loyalty of these customers to a new level.\n\nTheoretically, a brick-and-mortar store is the last place you might expect to see buyers of the Apple iPad or Google Glass (the eyeglasses-mounted computer set to go on sale next year), because these are among the most tech-savvy shoppers around. But look at how profitable and jam-packed Apple’s stores happen to be. And consider all the rumors swirling about Google’s alleged plans to sell its Android products and Google Glass in branded retail stores. It all speaks to the advantages of brick-and-mortar real estate.\n\nThrough their experiments as commercial real estate leaseholders, manufacturers can export the most successful experiential elements from their stores — imagery, themes, displays, samples, demonstrations and more — back to the supermarkets or other outlets where their products are sold.\n\nToday, retailers are adopting channel-neutral approaches in which they do their best to reach consumers in whatever ways the consumers prefer. Likewise, manufacturers now appear to be taking something similar to an “omni-channel” approach to brand building. In other words,they see offshoot retail locations as just one of many points of consumer contact, along with the likes of YouTube videos, Facebook pages and, of course, the all-important shelf space in other companies’ stores.\n\n<a href=\"http://www.cpgmatters.com/In-StoreMarketing0913.html\" target=\"_blank\">http://www.cpgmatters.com/In-StoreMarketing0913.html</a>', 'From Shelf to Storefront: Brand-Building via Retail', '', 'inherit', 'closed', 'closed', '', '1850-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1850, 'http://cbx.cappendev.com/1850-revision-v1', 0, 'revision', '', 0),
(2876, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Gregg S. Lipman\r\nI\'ve often equated growing a business to raising a kid (much to my staff\'s chagrin). At first, she needs your utmost attention -- feed her, nurture her, coddle her. Pookie can\'t survive without you. Your influence will help shape what she will become.\r\n\r\nAt every stage of development, the relationship you have with your child changes, your role changes and his/her needs change, too. I\'m happy to say that I\'ve got two relatively happy (hey, they\'re teenagers), healthy, productive kids. I also have a relatively happy healthy, productive company (it\'s also a teenager). Having given birth to CBX with my co-parents, uh, co-founders just over ten years ago, I feel qualified to share some of our parenting experiences.\r\n\r\nAll companies face significant challenges as they go from startup to grown-up. Most of them are not unique, but they are unique to you -- especially when you are a first-time parent (I still have nightmares about the period right after my daughter was born). Success is not without its pitfalls and roadblocks, but the companies that succeed are the ones that have the wherewithal to be open-minded, introspective, and have the resolve to push through the hard times and, importantly, learn from these experiences.\r\n\r\nFive things to consider in raising a company:\r\n\r\n<strong>Stay True to Your Culture</strong>\r\n\r\nYour child has innate traits and will also be influenced by her environment. I can\'t tell you how many times our clients have said to me, \"You know why we keep coming back to you guys? Yes, it\'s the work -- but it\'s also the people.\"\r\n\r\nAnd those people were all asked to join our team because they fit into a particular culture we try to cultivate here -- one built on the philosophy of \"dirty hands, creative minds, straight talk, and good manners.\" (I\'m quoting our web site, where we call out \"Culture\" as its own category).\r\n\r\nSure, it\'s important that they fit the job description, but it\'s almost more important that we understand how they conduct themselves as human beings. We are definitely not looking to create the Stepford Company at CBX -- we are the proverbial melting pot of approaches and experiences. But we\'ve definitely made the mistake in the past of hiring disruptors -- people who wowed us with their resumes and accomplishments, but not, once they actually worked here, with their personalities.\r\n\r\n<strong>Plan to Grow, and Shrink, and Grown Again</strong>\r\n\r\nEvery kid goes through growing pains. Some even discover beer. From physical space to managing people, it\'s always crucial to plan for growth, whether that means having enough space for the staff (real estate commitment is a Top 5 \"watch out\" for businesses) to providing training for staff (at some point osmosis doesn\'t quite cut it).\r\n\r\nInfrastructure changes by the numbers: five is different than 15, than 25, than 50 than 100, and so on. Putting the right structure in place for your business and modifying the rules of engagement in digestible doses makes all the difference. Businesses that evolve with purpose tend to adapt to a future state more comfortably and sustainably than those that wretch forward and use a lot of duct tape to keep things together.\r\n\r\nAnd while you\'re planning for the good, don\'t forget to plan for the bad. Clients and customers are fickle and the market changes. Yes, you could have a bad year. Think about what you\'ll do now, should that happen -- hopefully, you won\'t go down that road. But if and when you do, it won\'t be a shock and you\'ll better prepared to deal with it and move forward.\r\n\r\n<strong>Strike a Balance Between Fluid and Structured</strong>\r\n\r\nKids ride their scooters at breakneck speeds and snowboard down mountains with abandon. They\'re not scared to take risks, even if it means getting lots of bruises in the process. Of course, good parents make sure the kid has a helmet on and some pads.\r\n\r\nWith growth comes complexity. Fifteen people? You\'re in each other\'s business, so rules need not apply. Twenty-five or more? Process and protocols are in your future, but how do you maintain the entrepreneurial spirit while establishing the structure that allows things to run smoothly?\r\n\r\nHere\'s a clue: the truth is usually in the middle. I\'m usually interested in the results over the process, and to empower your staff, they need to be able to create their own navigation. That said, we try a codified approach with the caveat that it\'s a guideline more than a rule, and we want people to be able to get where they\'re going through their own style (as long as the expected results are there).\r\n\r\n<strong>Be Able to Let Go and Trust Your People</strong>\r\n\r\nYeah, I cried watching Finding Nemo, too. The whole idea of a parent trusting their child really got me choked up. It sort of reminds me of that classic corporate retreat game where you close your eyes, fall backwards and hope that your co-workers will catch you. I basically play that game every day because I have to trust the people we\'ve hired to be responsible for the business I helped found. It\'s one of the reasons why we lean so much on culture -- mutual respect over a period of time leads to trust, and with trust you can do great things.\r\n\r\nPresident Reagan had a phrase that we put to use at our agency as well: \"Trust, but verify.\"\r\n\r\nWhile we preach individual empowerment and responsibility, we also build in a system of checks and balances to protect each other.\r\n\r\n<strong>Keep Things Sexy (So to Speak)</strong>\r\n\r\nEnough with the kids already. Any marriage therapist will advise her patients to \"keep things sexy,\" and the same holds true for a business. The early days of a start-up, like a relationship, are energized, vibrant and unpredictable. It\'s all passion, all the time. Everybody\'s in it together.\r\n\r\nBut as time goes by, things become a little more -- let\'s face it -- ho-hum and expected. The excitement is gone, replaced by the day-to-day reality... or as some call it, the \"rude awakening.\" The real challenge is to shake things up every once in a while, keep things sexy, and your employees on their toes. Present a challenge to the staff. Throw a party. Change the seating arrangements (we\'re actually doing this right now). Whatever it takes to get people engaged and excited to come to work each day.\r\n\r\nSo now that CBX is ten years old, do I consider it a fully functioning \"grownup,\" as the title of this piece would imply? Well, no, not exactly. I suppose I would say we are entering into those awkward tween years, where we know in our heart what we do best, but are still pushing the boundaries to be as good as we can be. Personally, I\'m excited for the uncertainty that lies ahead, and plan to use the top five lessons above to guide me through the next ten years.\r\n\r\nRead More: <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/5-challenges-agencies-face-as-they-mature_b_4454516.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/5-challenges-agencies-face-as-they-mature_b_4454516.html</a>', 'From Startup to Grownup: 5 Challenges Agencies Face as They Mature', '', 'inherit', 'closed', 'closed', '', '1892-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1892, 'http://cbx.cappendev.com/1892-revision-v1', 0, 'revision', '', 0),
(2877, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Joe Bona</br><strong>“If you’ve seen one chain drug store, you’ve seen them all.”</strong>\r\n\r\nSuch was the prevailing attitude just a few years ago. And while it is still true that pharmacy sections do tend to be fairly similar from location to location, over the past few years chain drug stores have been tinkering with their front end as never before.\r\n\r\nWalgreens’ smaller-format “food desert” stores, which are designed to bring fresh food to underserved urban neighborhoods, are but one example. And in New York City, Walgreens’ Duane Reade stores customize offerings from one neighborhood to the next.\r\n\r\nAfter data showed significant differences in customer needs in various parts of the city, Duane Reade responded by changing the front end of the store to better reflect the character of the local community. Drive across the bridge to Duane Reade’s Williamsburg, Brooklyn, location and you find a hip store replete with a beer growler section; head to Wall Street and the offerings include sushi amid sumptuous environs befitting the financial industry’s “masters of the universe.”\r\n\r\nBut as the industry looks to the future, how will its newfound flexibility — the basic willingness to abandon cookie cutter store formats and experiment with new and innovative designs — shake out? We can extrapolate from existing trends to make some loose predictions.\r\n\r\nGiven all of the overlap in food today — with dollar stores, drug stores, convenience stores, quick-serve restaurants and other businesses increasingly competing for the same customer — the national drug chains and some of the remaining regional players are almost certainly looking outside of their own sector to find new ideas. The overlap between c-stores and chain drug stores is particularly pronounced, and so it is quite possible that drug stores will make front-of-the-store improvements that echo certain innovations in the c-store sector.\r\n\r\nFor example, the c-store chain Wawa has racked up one award after another for its newly introduced store design, which strategically highlights the idea of fresh food. By making liberal use of natural materials, floor to-ceiling windows and warm colors, and by adding an open, highly visible kitchen/sandwich-making area and outdoor seating areas, Wawa is sending patrons of its newest stores (many of them in new markets, such as Florida) a clear message: “You haven’t seen this before. We are a cut above.”\r\n\r\nIndeed, today’s shoppers can find higher-quality food offerings nearly everywhere they look. They are starting to expect better coffee, bagels, sandwiches — you name it — and even local and organic produce. And health isn’t just important to the 80 million-or-so baby boomers hitting retirement age. Members of the Millennial generation have grown up feeling that food variety and quality is virtually the price of admission. They will continue to feel this way for the rest of their lives. Looking ahead, it seems inevitable that chain drug stores will start to cater to foodie tastes by doing even more to ramp up front of the store food offerings.\r\n\r\nMeeting the needs of increasingly time-pressed shoppers is another imperative that will continue well into the future. When people are pressed for time, they start looking for ways to save it. In a growing number of communities today, it makes little sense to brave nerve-frazzling gridlock and drive from one store to the next to meet daily needs.\r\n\r\nThus, chain drug stores will continue to see good reason to ramp up the convenience and product diversity of the front end. You can almost hear the kitchen table conversations that will ensue as they do so: “Wow, honey. The drug store actually had everything on my list today. It actually saved me a trip to the grocery store.”\r\n\r\nStrategic partnerships are another important consideration for drug stores. For years now, hybrid c-stores have been pairing, say, a Texaco with a Taco Bell, or a Subway with a 7-Eleven. In coming years, drug stores could consider embracing the same idea by teaming with the likes of Starbucks, Dunkin’ Donuts or any number of other complementary businesses. When many c-store chains first jumped into the food business, they did so by exploring these types of partnerships. This enabled them to learn the food business and, eventually, strike out on their own. Conceivably, the drug store of the future could sharpen the front of the store through strategic partnerships followed by an informed approach to a proprietary food program.\r\n\r\nAnd why stop at fueling shoppers’ bodies? Walgreens is already installing electric-vehicle charging stations at some of its stores. It isn’t hard to imagine a person sitting at a café table outside a drug store and watching his e-vehicle charge as he sips on a tall hazelnut latte. Can gasoline pumps be next?\r\n\r\nFinally, one has to assume that the ongoing evolution of technology — and “omnichannel” retailing in particular — will continue to affect the way drug stores do business. Such chains as Office Depot and Staples now do nearly half of their business online. Why drive to the big-box store for a ream of paper and a printer cartridge when you can have those items show up on your doorstep?\r\n\r\nWhether Amazon will one day deliver goods by drone is an open question. But one thing is for sure — the company is scrambling to get merchandise to people as quickly as possible by building distribution centers across the country.\r\n\r\nYet, nobody has a bigger real estate footprint than brick-andmortar retailers, including the national drug chains. Indeed, these “distribution centers in waiting” are already right where customers live. It is theoretically possible, then, that square footage at chain drug stores will increasingly be set aside for tech-based fulfillment programs.\r\n\r\nMaybe it’s a staging area where associates put together orders for people who want to pick up their prescriptions, along with their milk, eggs, shampoo or other necessities.\r\nMaybe it’s an “Amazon locker” area where urbanites, who hate the idea of packages being stolen from their doorsteps while they’re at work, can have stuff dropped off and securely stored. Thus, drug stores will continue to experiment with alternate drive-through windows and other approaches to “buy now, pick up in store” that could augment their front-of-store sales.\r\n\r\nNotice the overlap among all these trends: One-stop shopping not only is a time-saver, but also saves fuel and is better for the environment. Online fulfillment, likewise, feeds directly into concerns over time or gas. Strategically, too, what better way to compete with your direct and indirect rivals than by giving your consumers more of what they want and need?\r\n\r\nAnd while some of this might sound like pie in the sky, remember: In a certain sense, America has been here before. There used to be a place where people went to get just about anything they needed — the general store.\r\n\r\nRead more: Chain Drug Review/August 25, 2014', 'Front end of the store is a focal point for innovation', '', 'inherit', 'closed', 'closed', '', '1985-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1985, 'http://cbx.cappendev.com/1985-revision-v1', 0, 'revision', '', 0),
(2878, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'CHICAGO -- The restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This is apparent at the 2013 National Restaurant Association (NRA) Show, which began Saturday and runs through tomorrow, May 21, at Chicago\'s McCormick Place.\nIn the first of two convenience store-specific panels that are part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food. Foodservice is more important than ever and has remained the most profitable category at c-stores for the past five years, according to CSNews research.\n\nLongo presented select insights from CSNews’ 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips, and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at convenience stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during a panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?”, presented by Nancy Caldarola, education director for NACS, the Association for Convenience &amp; Fuel Retailing; Bill Reilly, senior vice president of marketing, GPM Investments LLC, owner of Fasmart/Shore Stop Convenience Stores; and Joseph Bona, president, branded environments, CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process and expanded fresh and healthy offerings, according to the panelists.\n\nTo create a positive impression and combat the fact that gas pumps often turn customers off of c-stores as a foodservice destination, they said operators must use the retail environment to set the stage for the promise of freshness and use the layout to create a strong first impression. Bundled offerings and establishing a sense of place through localized products can also be effective. Most importantly, c-store operators must remember to refine, refresh and revitalize — and don\'t stop.\n\nHeld annually, the National Restaurant Association Restaurant, Hotel-Motel Show is the largest single gathering of restaurant, foodservice and lodging professionals and is held in conjunction with the International Wine, Spirits &amp; Beer Event (IWSB). Together, they attract more than 61,000 attendees from over 100 countries.\n\n<a href=\"http://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html\" target=\"_blank\">http://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html</a>', 'Future of Convenience Stores', '', 'inherit', 'closed', 'closed', '', '1819-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1819, 'http://cbx.cappendev.com/1819-revision-v1', 0, 'revision', '', 0),
(2879, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/127.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/127.jpg\" alt=\"\" title=\"127\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4840\" /></a>\r\nClient: Duane Reade \r\nTitle: Prevail\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/129.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/129.jpg\" alt=\"\" title=\"129\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4841\" /></a>\r\nClient: Kimberly Clark \r\nTitle: U by Kotex \r\n\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/130.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/130.jpg\" alt=\"\" title=\"130\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4843\" /></a>\r\nClient: Kimberly Clark\r\nTitle: tween\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/132.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/132.jpg\" alt=\"\" title=\"132\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4844\" /></a>\r\nClient: Kotex\r\nTitle: Natural Balance\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/126.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/126.jpg\" alt=\"\" title=\"126\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4846\" /></a>\r\nClient: Duane Reade \r\nTitle: Delish\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/133.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/133.jpg\" alt=\"\" title=\"133\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4848\" /></a>\r\nClient: Del Monte \r\nTitle: Fruit Naturals\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/128.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/128.jpg\" alt=\"\" title=\"128\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4851\" /></a>\r\nClient: Home Depot \r\nTitle: Millstead\r\n\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/125.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/125.jpg\" alt=\"\" title=\"125\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4852\" /></a>\r\nClient: Del Monte\r\nTitle: Milo’s Kitchen\r\n\r\n<a href=\"http://www.gdusa.com/contests/apda12/types/se.php?x=HB127-HB129-HB130-HB132-FB126-FB133-HG128-PE125\" target=\"_blank\">http://www.gdusa.com/contests/apda12/types/se.php?x=HB127-HB129-HB130-HB132-FB126-FB133-HG128-PE125\r\n</a></p>\r\n', 'GDUSA: 2012 American Package Design Awards Entries', '', 'inherit', 'closed', 'closed', '', '1684-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1684, 'http://cbx.cappendev.com/1684-revision-v1', 0, 'revision', '', 0),
(2880, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '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', '', 'inherit', 'closed', 'closed', '', '2087-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2087, 'http://cbx.cappendev.com/2087-revision-v1', 0, 'revision', '', 0),
(2881, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<div class=\"videoWrapper\"><iframe src=\"https://www.youtube.com/embed/iPsuQYzWt50\" width=\"860\" height=\"531\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe></div>Allison Koller, Executive Creative Director at CBX, discusses how cliche the portrayal of women is in advertisements today, and how we can take steps to reshape those marketing campaigns to represent real women in the future.\r\n\r\nAllison has been with CBX since its inception. As Executive Creative Director, she is responsible for providing creative inspiration, vision and strategic guidance for the design team. Her work has been recognized by the creative industry through numerous awards.\r\n\r\nThis talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at <a href=\"http://ted.com/tedx\" target=\"_blank\">http://ted.com/tedx</a>\r\n\r\nOriginally published on <a href=\"http://tedxtalks.ted.com/video/Get-Real-Branding-beyond-the-cl;search:TEDxSPFHS\" target=\"_blank\">tedxtalks.ted.com</a>', 'Get Real: Branding Beyond The Cliche', '', 'inherit', 'closed', 'closed', '', '2216-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2216, 'http://cbx.cappendev.com/2216-revision-v1', 0, 'revision', '', 0),
(2882, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By gobbling prime real estate and mastering the science of site selection, the top national drug store chains have absolutely succeeded in getting as close to the customer as possible.\r\nBut in an era when almost anything you want is available at the touch of a button — not just on your computer at home but on the smartphone in your pocket — is it enough to get close to the customer physically? What about getting close to the customer emotionally?\r\n\r\nGo to any of the top chain drug stores and just watch as people try to shop the O-T-C aisles. Invariably, you’ll see folks standing around bewildered as they try to figure out which cold medicine or foot cream is the right one for them. They look confused, even lonely.\r\n\r\nPersonally, I’ve been to the drug store a thousand times over the years. Only once do I remember a pharmacist coming out from behind the counter to help, an experience that was as highly satisfying as it was rare. And yet this type of friendly, personalized exchange was commonplace in the era when most drug stores were mom-and-pop operations.\r\n\r\nToday, three dominant operators have achieved impressive scope and scale, but homogeneity is a real challenge for the sector. Stand in the parking lot of these chains’ stores and you will find that they look remarkably similar, right down to the red-and-white color schemes common to all three (well, one of them has some blue, too). Walk into the stores themselves and, again, the experience is homogeneous right down to the product offering.\r\n\r\nMeanwhile, throughout the rest of retail, brick-and-mortar operators are looking to ramp up the authenticity and richness of the customer experience in creative and innovative ways.\r\n\r\nCertainly, national chain drug stores understand the need to follow suit here, which is why we’re seeing laudable pushes on wellness, some advances in private label and even the integration of a European drug store brand’s successful elements.\r\n\r\nCompared to the rest of retail, though, the drug store experience is still remarkably cookie-cutter. The absence of compelling stories, in particular, is noteworthy when compared to what you find in, say, the arena of better-quality food. At Whole Foods Market Inc., for example, signage at the meat counter tells you all about the South Georgia farmer who takes such good care of his grass-fed cattle and now supplies to Whole Foods stores across the state.\r\n\r\nAt chain pharmacies, though, story tends to be lacking. You might see a mug shot-style picture of the pharmacist on duty along with a line or two of biographical information. We can do better. Did that person decide to become a pharmacist after seeing medicine improve the quality of life of her ailing mom? Is she a Desert Storm veteran of the U.S. Army? A mother of triplets and a triathlete? We’ll never know.\r\n\r\nFrom both the channel and individual store perspectives, drug stores need to be more creative and daring in their pursuit of unique points of differentiation and storytelling. The growth of digital makes this especially important, as does the coming of age of the Millennial generation, which tends to demand more authenticity and connection from its retail experience.\r\n\r\nSo what is the specific opportunity here for drug stores? Health care and wellness are becoming increasingly important to just about everyone — baby boomers, Gen Xers and Millennials alike.\r\n\r\nWhile the big chains have made good strides in offering testing, flu shots and other health-related services, they need to do more to build upon this through both the in-store environment (including personalized customer service) and the product offer. Take the sterility out of these environments. Use your private label lines to tell stories. Leverage design to present your private label products in more compelling ways. Elevate the experience to capture the way new consumers are shopping.\r\n\r\nSound impossible? Think drug stores are, by definition, functional and therefore resistant to this kind of elevation? Today, an elevated approach to prepared food and food in general is the fastest-growing trend throughout the once-humdrum convenience store sector — and not just in North America but all across the planet.\r\n\r\nFor someone born in the 1960s or ’70s, c-stores were dingy places where people went for chips, beer, candy or maybe the proverbial shriveled hot dog. Now, millions of people are starting to see c-stores as places where they can grab quality food and beverages on the go or even sit back and relax on a sofa in a café setting. Confronted with shrinking margins on sodas, cigarettes and gasoline, the industry’s most forward-thinking chains have made a lot of progress in reinventing themselves. They have succeeded in driving traffic and store growth via these elevated offers, improbable though this might once have seemed.\r\n\r\nLikewise, chains such as Trader Joe’s Co., Fresh Market and Wegmans Food Markets Inc. offer richer experiences than might have seemed plausible back in the era when all supermarkets were essentially the same. The product offer is wildly diverse compared to this bygone era, and the experience far more lively. People go to Trader Joe’s or Wegmans at least in part because they enjoy the experience. Yet, today most people go to drug stores because they have to, not because they want to. When you have thousands of stores, you have to systematize everything, and mass efficiency is always easier than customer accommodation.\r\n\r\nNonetheless, customer accommodation is too important to ignore, which is why the rest of retail is so laser-focused on it. Systems can still leave room for localization and variability — in visual presentation, marketing, social media and even private label. You just have to build more creativity into the process.\r\n\r\nFor forward-thinking drug chains, the approach should be, “Let’s find compelling stories — about our communities, products, company and people — and then tell those stories in-store. Let’s stop being so functional and start putting more feeling and uniqueness into the in-store experience.”\r\n\r\nMake no mistake, the three national chains have taken some important steps to make their stores stand out.\r\n\r\nRite Aid Corp. has done a good job transforming its stores by focusing on elevating the wellness experience and developing some interesting private label brands. Walgreens has created cool brands and unveiled great flagship stores in key metro markets. And CVS Pharmacy has begun to launch a health platform and healthier brands to create a more holistic experience.\r\n\r\nBut are these measures enough to overcome the proximity factor? In other words, convince consumers to go out of their way to shop at one chain versus the other?\r\n\r\nThe goal should be to build loyalty based on satisfaction and identification with the brand and experience. There is no reason why national chain drug stores shouldn’t build more compelling brand stories, conveyed throughout the store and supported by products, brands, people and design.\r\n\r\nCould the whole pharmacy area be more of an interaction and consultative environment versus a queue where patients wait for the next available register? Could it be more inviting? Why does it have to be so transactional? Could people exit the store feeling wowed by your in-store beauty expertise or impressed with the food-shopping experience?\r\n\r\nThe national chains have got back-end efficiency covered. Now it’s time to build loyalty via best-in-class customer experience across the board.\r\n\r\nOriginally published by <a href=\"http://www.chaindrugreview.com/getting-close-to-the-consumer-emotionally/\" target=\"_blank\">Chain Drug Review</a>', 'Getting close to the consumer — emotionally', '', 'inherit', 'closed', 'closed', '', '2232-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2232, 'http://cbx.cappendev.com/2232-revision-v1', 0, 'revision', '', 0),
(2883, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>First produced for hockey players in 1999, Bionic is a line of specialty performance gloves for sports like golf, baseball, fitness (weightlifting), tennis, racquetball, equestrian events and others, as well as a very popular line of gardening gloves. The gloves are the invention of orthopedic hand surgeon James Kleinert for sports equipment manufacturing company Hillerich & Bradsby, which more famously produces the Louisville Slugger bats. In March, Bionic introduced a new logo designed by New York, NY-based CBX.\r\n<blockquote>Bionic’s updated logo captures the athletic spirit of the brand and feels more modern and iconic. Because Bionic Glove Technology focuses on gloves — and the hands that fill them — the symbol to the left of the logo is representative of both the letter “B” and a gripping, gloved hand. Its positioning at an angle adds a dynamic aspect to the logo that is reflective of Bionic’s innovative approach to creating performance-enhancing gloves. The tag line “Super. Human. Performance.” aims to clearly communicate the points of differentiation of the glove, including the premium quality and the patented performance technology that are the essence of the brand.</blockquote>\r\n\r\n— Press Release\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_logo_detail.gif\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_logo_detail.gif\" alt=\"\" title=\"bionic_logo_detail\" width=\"574\" height=\"440\" class=\"alignnone size-full wp-image-4798\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_banner.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_banner.jpg\" alt=\"\" title=\"bionic_banner\" width=\"574\" height=\"212\" class=\"alignnone size-full wp-image-4799\" /></a>\r\n\r\nI liked the old logo, not because of its execution (obviously) but I find the idea of a — gloveless! — hand holding a bolt of thunder comical even though they were trying to be dead serious. I also appreciate anyone willing to italicize type beyond the usual 9 to 12 degrees; it was a staggering 36 degrees. The new logo is much more focused and clear: It’s a gloved hand making the shape of a “b”. It’s smart and simple and the abstraction and simplification work well in communicating that this is a logo that has to do with sports and hands. Perhaps it feels too much like a hand holding a baseball, potentially neglecting all the other sports it covers — specifically golf, which they seem to be targeting more heavily. Tilting the logo 45 degrees was key in not making the logo look too dumbed down and being more overt about it being a “b”. The wordmark is bionic-y without being a douchebag like its predecessor. The only gripe I would have is that — and this is assuming that the gardening market is still a big deal for them — the new logo doesn’t feel appropriate for the lady with the green thumb who might think that there is nothing in Bionic for her. Nonetheless, a major graphic improvement.\r\n\r\n<a href=\"http://www.underconsideration.com/brandnew/archives/gloves_fit_for_the_six_million_dollar_man.php\" target=\"_blank\">http://www.underconsideration.com/brandnew/archives/gloves_fit_for_the_six_million_dollar_man.php</a>', 'Gloves fit for the Six Million Dollar Man', '', 'inherit', 'closed', 'closed', '', '1678-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1678, 'http://cbx.cappendev.com/1678-revision-v1', 0, 'revision', '', 0),
(2884, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>OAK BROOK, Ill. -- A new and occasional feature in Fare Digest, Channel Surfing offers a peek at what\'s on the mind of retailer/operators, consultants and other experts in the foodservice-at-retail industry.\r\nThis week, we’re featuring Joseph Bona, president of retail for New York-based full-service branding firm CBX. Bona is responsible for directing the retail practice at CBX. His work on six continents has given him a unique perspective on global trends and a practical knowledge of how to adapt and respond to local markets. Bona has directed a wide range of initiatives for companies such as Stop & Shop Supermarkets, Pathmark Supermarkets, Chevron, PetroChina, Frito-Lay, Nestle and Petro-Canada.\r\n\r\nFare Digest spoke with Bona about creating an atmosphere as a point of difference, understanding the millennial shopper and the biggest mistake a retailer can make.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1.jpg\" alt=\"\" title=\"JoeB_web\" width=\"192\" height=\"192\" class=\"alignnone size-full wp-image-1081\" /></a>\r\n\r\nFare Digest (FD): You travel all over, experiencing different retail and foodservice concepts. What has caught your eye recently?\r\nJoseph Bona: Sometimes I think some of the best c-stores are found beyond U.S. borders. That’s not to say there aren\'t a lot of great stores in the U.S.; there are. Pronto highway sites at Copec stations in Chile have great full-serve restaurants, and Applegreen and Topaz in Ireland have both developed world-class motorway sites as well, to name a few.\r\n\r\nFD: What segment of foodservice or retail is most intriguing to you today? What are you paying attention to?\r\nBona: I think it\'s the attention to environment that has really captured my attention, Starting with Starbucks, who defined the retail experience that many are now trying to emulate. Others like Panera Bread and Pret A Manger have led McDonald’s to really reinvent the fast-food dining experience with more of a lounge-like atmosphere, Wi-Fi accessibility and warmer and richer surroundings. With all the attention being focused these days on technology innovations, people still buy with their eyes and the environment is a big motivator of purchase behavior.\r\n\r\nFD: At the recent NACS Show, in your presentation, you said that \"fresh\" is table stakes—a nonnegotiable price of entry in the c-store foodservice game. What are a few key ways operators can deliver freshness cues?\r\nBona: I believe fresh is no longer a point of difference. Consumers today have too many options for finding the fresh-food products they seek, so if you\'re not thinking of fresh, you\'re not even in the game. How you communicate your offer can be an important way to have a fresh dialogue with your customer. Pret A Manger is a great example of prepackaged food; they tell a compelling “fresh” story throughout the store. And if you are preparing made-to-order offers, show it off. This is where layout and design can help to create a bit of theater around the service area.\r\n\r\nFD: What common mistakes do you see in the field for delivering \"fresh\"?\r\nBona: The biggest mistake is overpromising and underdelivering. Stay within what you know and what you do best. Perhaps you can’t be fresh across all areas of your offer, but where you can--like coffee, for example--commit to delivering it as fresh as possible.\r\n\r\nFD: We talk a lot today about understanding the millennial shopper. What to you is the biggest takeaway about how millennials interact with brands?\r\nBona: I think they want the same thing as any group. We are all consumers who have the same or similar needs and desires, but the terms of engagement are radically different--and that is the challenge. How do brands communicate and reach this group in ways that drive loyalty and path to purchase? Technology becomes more of an enabler for these tech-savvy consumers more than any other group, but they still need to eat, they still want convenience and they also want it now.\r\n\r\n<a href=\"http://www.cspnet.com/news/foodservice/articles/going-beyond-fresh\" target=\"_blank\">http://www.cspnet.com/news/foodservice/articles/going-beyond-fresh</a>', 'Going Beyond Fresh: Channel surfing with Joseph Bona, retail-branding expert', '', 'inherit', 'closed', 'closed', '', '1729-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1729, 'http://cbx.cappendev.com/1729-revision-v1', 0, 'revision', '', 0);
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(2885, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<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', '', 'inherit', 'closed', 'closed', '', '2028-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2028, 'http://cbx.cappendev.com/2028-revision-v1', 0, 'revision', '', 0),
(2886, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Peter Burgoyne\r\nAs we approach the New Year, I’ve been taking a step back and take the proverbial “30,000 foot view” of where things stand in the world of retail design.\r\nI spent a lot of time over the past year flying around the world to visit stores and malls in France, Turkey, the Philippines, Morocco, Spain, Italy, the U.K., Canada and on both coasts of the United States. Again and again on these travels, I was struck by creative, high-quality retail design and architecture.\r\n\r\nRead More: <a href=\"http://vmsd.com/content/grand-tour\" target=\"_blank\">http://vmsd.com/content/grand-tour</a>', 'Grand Tour, Why you should feel bullish about retail in 2014', '', 'inherit', 'closed', 'closed', '', '1894-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1894, 'http://cbx.cappendev.com/1894-revision-v1', 0, 'revision', '', 0),
(2887, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p style=\"text-align: justify;\">Brand agency, CBX, received awards from Graphic Design USA for 8 recent projects. The annual competition celebrates well-designed graphics, in addition to the power of using design to advance a brand\'s promise and to forge an emotional link with consumers.</p>The awarded projects include:\r\n\r\n&nbsp;\r\n\r\n<strong>Gold Bond Men’s Essentials</strong>\r\n<img class=\" wp-image-7916 alignleft\" title=\"AGDA2013_GoldBond\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_GoldBond1.jpg\" alt=\"\" width=\"650\" height=\"450\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Green Giant Veggie Chips</strong>\r\n<img class=\"size-full wp-image-7917 alignleft\" title=\"AGDA2013_GreenGiant Chips\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_GreenGiant-Chips.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Pillsbury Baguette Chips</strong>\r\n<img class=\"size-full wp-image-7918 alignleft\" title=\"AGDA2013_Pillsbury\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Pillsbury.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Bertolli Frozen Dinners</strong>\r\n<img class=\" wp-image-7919 alignleft\" title=\"AGDA2013_Bertolli\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Bertolli.jpg\" alt=\"\" width=\"650\" height=\"379\" />\r\n\r\n&nbsp;\r\n\r\n<strong>American Heritage Chocolate</strong>\r\n<img class=\"wp-image-7920 alignleft\" title=\"APDA2014_MarsHeritage\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/APDA2014_MarsHeritage.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<strong>Pyrex</strong>\r\n\r\n<img class=\"size-full wp-image-7922 alignleft\" title=\"AGDA2013_Pyrex\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Pyrex.jpg\" alt=\"\" width=\"650\" height=\"379\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Nature’s Recipe Cat &amp; Dog Food</strong>\r\n\r\n<img class=\"size-full wp-image-7923 alignnone\" title=\"AGDA2013_NatureRecipy\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_NatureRecipy.jpg\" alt=\"\" width=\"650\" height=\"450\" />', 'Graphic Design USA awards American Package Design Awards to CBX work', '', 'inherit', 'closed', 'closed', '', '1935-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1935, 'http://cbx.cappendev.com/1935-revision-v1', 0, 'revision', '', 0),
(2888, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, January 26, 2010 -- CBX, the strategic branding firm, received awards for five recent projects at the 2009 Graphic Design USA’s American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\n<strong>Splenda Misters</strong> (McNeil Nutritionals) – Leveraging the fashion-forward nature of the product, CBX created a designer series of collectible mist canisters for this new, versatile, innovative spray targeted to young women.\r\n\r\n<strong>Duane Reade Apt. 5</strong> (Duane Reade) – CBX repositioned the private label household products brand with a decidedly New York City apartment living slant and created distinctive packaging with bright colors that pop from the shelf, including toilet paper with an image of an empty roll on a tiled bathroom wall in a typical New York City apartment. A green version, designed to compete with Method and other \"green brands,\" includes cleaning products featuring bright green labels and interior photography of bathrooms, kitchens and living rooms from pre-war New York apartments.\r\n\r\n<strong>Duane Reade DeLish</strong> (Duane Reade) - CBX designed packaging for a new line of premium foods with black and white packaging featuring fun, edgy New York-themed photography and proprietary artwork of New York City landmarks.\r\n\r\n<strong>Duane Reade – DR Brand</strong> (Duane Reade) - CBX developed packaging for a line of HBA products formerly found under the Duane Reade label. Bright bands of color delineate the line of products on black and white backgrounds.\r\n\r\n<strong>Joy of Cooking</strong> (Michelina) - CBX helped extend the Joy of Cooking brand to an entire new line of premium meal solutions including entrees, side dishes, vegetables and breads. An elegant white package prominently features the red bulls-eye Joy of Cooking logo while appetizing photography highlights the quality of the food.\r\n\r\nAll entries receive an embossed Certificate of Excellence and become eligible for reproduction in the GDUSA American Package Design Awards Annual that appears March 2010.</p>', 'Graphic Design USA Recognizes CBX  with 2010 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1621-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1621, 'http://cbx.cappendev.com/1621-revision-v1', 0, 'revision', '', 0),
(2889, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, February 21, 2012 – CBX, the brand agency, received awards for eight recent projects at the 2012 Graphic Design USA\'s American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish (Duane Reade)</strong> - CBX designed packaging for a new line of premium foods specifically designed for the quintessential New York marketplace. Delish represents the celebration of food wrapped in a clever and witty brand personality. Packaging features fun and edgy slices of New York life, product relevant imagery and catchy New York style phrases that delivers a pleasurable shopping experience with plenty of winks along the way.\r\n\r\n<strong>Milo\'s Kitchen (Del Monte)</strong> - CBX helped Del Monte launch a new line of home-style dog treats by focusing on the special relationship between pets and owners. The package delivers on this story with photography of pet owners embracing their pets and a light and open design that accentuates the homemade appeal and superior ingredients.\r\n\r\n<strong>U by Kotex (Kimberly-Clark)</strong> - CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 – 22-year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\nNatural Balance (Kimberly-Clark) - CBX created a simple and clean design to align with the brand’s personality of \"Trusted Protection\" and communicate a natural message while distinguishing it from it\'s sister brand, U by Kotex. The white background speaks to the purity of the product while a colorful wave element evokes the natural curve of a woman\'s body. Simple icons help to communicate the natural elements of the product.\r\n\r\n<strong>U by Kotex Tween (Kimberly-Clark)</strong> - Like it\'s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, that breaks through category clutter and is the only product on the market specifically designed for tweens. A black and pink glittery package that lets brightly colored product wrappers peak through a star-shaped window addresses mom\'s desire for having something specially designed for her daughter and her daughter\'s desire for self-expression.\r\nMillstead (Home Depot) - CBX worked with Home Depot to help leverage its own brand of hardwood flooring products and simplify the buying experience at retail. The design of the package integrates a new updated logo that looks like it was burnt into the wood along with finished room product shots that highlight results and telegraphic icons that easily identify products for consumers.\r\n\r\n<strong>Prevail (Duane Reade)</strong> - As part of Duane Reade\'s strategy to provide department store quality products at convenience store prices, CBX helped to develop packaging for a beauty products line exclusive to Duane Reade. Prevail\'s simple, yet sophisticated black and white floral pattern connects the line from hand sanitizers to high-end makeup brushes. The packaging helps communicate that all products in the line meet department store quality standards.\r\n\r\n<strong>DelMonte Fruit Naturals</strong> - CBX helped refresh the logo and package design for the Fruit Naturals brand by modernizing and enlarging the fruit visuals for increased appetite appeal. CBX also created a graphic communication device to highlight the benefit that the product is 100% juice.\r\n\r\nAll entries receive an embossed Certificate of Excellence and become eligible for reproduction in the GDUSA American Package Design Awards Annual that appears March 2012.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/brands2.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/brands2.jpg\" alt=\"\" title=\"brands2\" width=\"800\" height=\"636\" class=\"alignnone size-full wp-image-646\" /></a></p>', 'Graphic Design USA Recognizes CBX  with 2012 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1578-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1578, 'http://cbx.cappendev.com/1578-revision-v1', 0, 'revision', '', 0),
(2890, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, February 23, 2009 – CBX, the strategic branding firm, received awards for seven recent projects for Graphic Design USA’s 2008 American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\n<strong>Scotts Outdoor Defense Citronella Candle</strong> (The Scotts Miracle-Gro Company) - CBX developed packaging graphics for the new Scotts insect repellent product.\r\n\r\n<strong>First Check</strong> (Inverness Medical Innovations, LLC) - First Check, a line of in-home drug tests, is the market leader of a growing category of over 1.5 million tests currently sold each year in the US. CBX updated the brand\'s packaging to better reflect its leadership position in the category.\r\n\r\n<strong>Jerky Treats</strong> (Del Monte Foods) - CBX redesigned the Jerky Treats packaging to better reflect the brand positioning of a flavorful, authentic dog snack made with real American meat.\r\n\r\n<strong>Timber Wolf</strong> (Swedish Match) - CBX developed packaging graphics for Timber Wolf smokeless tobacco that strengthened and contemporized the brand. The design communicated that Timber Wolf is a premium tobacco product, but not expensive.\r\n\r\n<strong>Green Giant</strong> (General Mills) - CBX redesigned the entire Green Giant line of frozen and shelf-stable vegetables. CBX focused on communicating the fresh positioning and contemporizing the brand.\r\n\r\n<strong>Snapple</strong> (Dr. Pepper Snapple Group) - CBX implemented a full brand redesign reflecting Snapple’s move toward using healthier ingredients, providing better flavor choices, and offering innovative new products.\r\n\r\n<strong>Topaz</strong> (Topaz Energy Group, Limited) - CBX developed the identity for Ireland’s newest and largest fuel and convenience store brand.\r\n\r\nAll entries receive an embossed Certificate of Excellence and are reproduced in the Awards Annual.</p>\r\n', 'Graphic Design USA Recognizes CBX with 2008 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1639-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1639, 'http://cbx.cappendev.com/1639-revision-v1', 0, 'revision', '', 0),
(2891, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, September 16, 2009 - CBX, the strategic branding firm, received awards for eight recent projects at the 2009 American Graphic Design Awards. The American Graphic Design Awards honors outstanding new work of all kinds in 23 categories from print and packaging to internet and interactive design.\r\n\r\nThe awarded projects include:\r\n\r\n<strong>Scotts Outdoor Defense Citronella Candle</strong> (The Scotts Miracle-Gro Company) - CBX developed packaging graphics for the new Scotts insect repellent product.\r\n\r\n<strong>First Check</strong> (Inverness Medical Innovations, LLC) - First Check, a line of in-home drug tests, is the market leader of a growing category of over 1.5 million tests currently sold each year in the US. CBX updated the brand\'s packaging to better reflect its leadership position in the category.\r\n\r\n<strong>Jerky Treats</strong> (Del Monte Foods) - CBX redesigned the Jerky Treats packaging to better reflect the brand positioning of a flavorful, authentic dog snack made with real American meat.\r\n\r\n<strong>Timber Wolf</strong> (Swedish Match) - CBX developed packaging graphic for Timber Wolf smokeless tobacco that strengthened and contemporized the brand. The design communicated that TW is a premium tobacco product, but is not expensive.\r\n\r\n<strong>Green Giant</strong> (General Mills) - CBX redesigned the entire Green Giant line of frozen and shelf-stable vegetables. CBX focused on communicating the fresh positioning and contemporizing the brand.\r\nSnapple (Dr. Pepper Snapple Group) - CBX implemented a full brand redesign reflecting Snapple\'s move toward using healthier ingredients, providing better flavor choices, and offering innovative new products.\r\n\r\n<strong>Scotts Miracle-Gro Eco Sense</strong> - CBX developed a brand identity and packaging graphics for a more eco-friendly line of products under the Ortho brand umbrella.\r\n\r\n<strong>Achieve Global</strong> - CBX developed a new positioning, logo and visual system for Achieve Global, one of the world\'s largest workforce training companies. The new direction for the brand reflects a shift in how people work and the skills needed to excel in the 21st century.\r\n\r\nOver 8,000 entries were judged for the competition. Winners receive a Certificate of Excellence and are reproduced in the 350-page hardcover Design Annual in December.\r\n', 'Graphic Design USA Recognizes CBX with 2009 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1630-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1630, 'http://cbx.cappendev.com/1630-revision-v1', 0, 'revision', '', 0),
(2892, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, September 20, 2010 -- CBX, the strategic branding firm, received awards for three recent projects at the 2010 American Graphic Design Awards. The American Graphic Design Awards honor outstanding new work of all types across all media\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish</strong> (Duane Reade) - CBX designed packaging for a new line of premium foods with black and white packaging and featuring fun and edgy New York-themed photography and proprietary artwork of New York City landmarks.\r\n\r\n<strong>Duane Reade</strong> - Skyline (Duane Reade) - The Duane Reade Skyline Series is one of several brands that CBX redesigned for the New York chain of drug stores’ private label portfolio. Leveraging a New York-centric approach, CBX developed artwork using UPC\'s in the shape of famous New York landmarks such as The Statue of Liberty, the Brooklyn Bridge and The Empire State Building on a white background.\r\n\r\n<strong>U by Kotex</strong> (Kimberly-Clark) - CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 - 22-year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.</p>', 'Graphic Design USA Recognizes CBX with 2010 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1613-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1613, 'http://cbx.cappendev.com/1613-revision-v1', 0, 'revision', '', 0),
(2893, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, September 28, 2011 - CBX, the brand agency, received awards for six recent projects at the 2011 American Graphic Design Awards. The American Graphic Design Awards honor outstanding new work of all types across all media.\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish (Duane Reade)</strong> - CBX designed packaging for a new line of premium foods specifically designed for the quintessential New York marketplace. Delish represents the celebration of food wrapped in a clever and witty brand personality. Packaging features fun and edgy slices of New York life, product relevant imagery and catchy New York style phrases that deliver a pleasurable shop- ping experience with plenty of winks along the way.\r\n\r\n<strong>Milk-Bone (Del Monte)</strong> - CBX partnered with Del Monte to create Milk-Bone Healthy Favorites, a sub brand that leverages the trusted heritage of Milk-Bone and brings to life the \"wholesome like human\" positioning. The simple and straightforward design communicates the healthy, high quality, simple ingredients with taste good appeal.\r\n\r\n<strong>Milo\'s Kitchen (Del Monte)</strong> - CBX helped Del Monte launch a new line of home-style dog treats by focusing on the special relationship between pets and owners.The package delivers on this story with photography of pet owners embracing their pets and a light and open design that accentuates the homemade appeal and superior ingredients.\r\n\r\n<strong>U by Kotex Tween (Kimberly-Clark)</strong> - Like it\'s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, that breaks through category clutter and is the only product on the market specifically designed for tweens. A black and pink glittery package that lets brightly colored product wrappers peak through a star-shaped window addresses mom\'s desire for having something specially designed for her daughter and her daughter\'s desire for self-expression.\r\n\r\n<strong>Poise (Kimberly-Clark)</strong> - CBX helped Kimberly-Clark introduce Poise Hourglass Shape Pads® that are more feminine and discreet in comparison to traditional pads. The package design solution connects on an emotional level with consumers while also standing out on shelf by highlighting the distinct product benefits of size, contour shape, comfort, and secure fit.\r\n\r\n<strong>Millstead (Home Depot)</strong> - CBX worked with Home Depot to help leverage its own brand of hardwood flooring products and simplify the buying experience at retail. The design of the package integrates a new updated logo that looks like it was burnt into the wood along with finished room product shots that highlight results and telegraphic icons that easily identify products for consumers.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/GD-awards.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/GD-awards.jpg\" alt=\"\" title=\"GD-awards\" width=\"825\" height=\"957\" class=\"alignnone size-full wp-image-666\" /></a>', 'Graphic Design USA Recognizes CBX with 2011 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1587-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1587, 'http://cbx.cappendev.com/1587-revision-v1', 0, 'revision', '', 0),
(2894, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1-150x150.jpg\" alt=\"\" title=\"Todd_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1074\" /></a>By Todd Maute:\r\nExploring the role of private label within new, small format stores.Now that there’s a big-box store of every variety on just about every corner, it’s hard to remember a time when the neighborhood General Store was where people went for all their shopping needs.<div>\r\n\r\nGeneral stores started out as rural or small town stores that carried a broad range of merchandise (usually food staples such as milk and bread, as well as household goods such as hardware and electrical supplies), most of it coming from the town and surrounding local areas. In these stores, you told a salesperson what you wanted and they brought it to you—but people soon tired of waiting.</div>\r\n\r\nEnter the self-service supermarket concept, which was introduced in 1916 by Clarence Saunders through his Piggly Wiggly stores, then was tweaked to perfection in the 1930s by Michael Cullen and his King Kullen supermarkets.<div>\r\n\r\nThen Sam Walton came along in the 1960s, bringing with him the notion of the “big-box store,” and the rest is history. In 1980, the average SKU count for stores was 15,000; today, the average SKU is around 45,000.</div>\r\n\r\nBut with all the nostalgia generated from a “simpler time,” and a business opportunity to better target specific audiences and their geographic, demographic and psychographic needs (as well as their buying behaviors and spending power), retailers are going small again.\r\n\r\nIn recent years, a crop of small-format stores have popped up, and they are starting to give the large-format stores (as well as both established and slow-evolving C-stores) a run for their money. Why? For a variety of reasons:\r\n\r\n• The consumer experience in massive retail establishments is becoming increasingly unattractive.\r\n\r\n• Lower-income shoppers, in particular, find that they are not comfortable in large stores because service is less personal, and the broad assortment of products drives home how little they can afford.\r\n\r\n• Large stores frequently are inaccessible, as they are located far from city centers.\r\n\r\n• Economics and technology have shifted the value proposition.\r\n\r\n• Population growth in urban areas had necessitated the need to build stores where the people are; unfortunately, urban areas can’t support the large formats.\r\n\r\nWhat can a small format store do for a large format store?\r\n\r\n• They offer retailers a more intimate relationship with customers and employees, and therefore allow for genuine innovation in store design and even business model design.\r\n\r\n• They have the ability to tap into new demographics and locate and build sites more quickly in saturated markets.\r\n\r\n• They provide a less intense drain on capital resources compared with the supercenters and hypermarkets that drive the bulk of the revenues at many of the world’s largest grocery operators.\r\n\r\nBut when mega-stores such as Walmart, Kroger, Safeway and Target go from formats with 40,000 SKUs down to those with, say, 10,000 SKUs, what products stay and what products go? How can these smaller stores create an ownable, and lucrative, private label strategy? And how should they brand their experiences to mark this profound shift from the larger format arena?\r\n\r\nFirst and foremost, retailers should consider the purpose of their endeavor. Is it a convenience play, a specialized offer? What role will the banner play in the portfolio? That business raison d’etre will inform the next question.\r\n\r\nHow will they brand their store? Does their small format store need a new name or variation of the existing brand name? Can it use the same name?\r\n\r\nFor example, Walmart has two small format stores, Walmart Express and Walmart Marketside. Giant Eagle has Giant Eagle Express and Giant Eagle Get-Go, and Target has City Target. Successful store names tend to leverage existing equities and provide a clear, motivating and brand relevant message to the consumer.\r\n\r\nThe next consideration is the private label strategy—the makeup of the brand’s private label portfolio. Before a retailer can determine the composition, it again needs to identify its differentiating strategy and how that might be applied. Is the differentiator value, fresh, or value-added? Is it a premium or value play?\r\n\r\nSmall format stores such as Aldi, Fresh & Easy and Trader Joe’s illustrate why a strong strategy is essential.\r\n\r\nAldi is a small format store that is strictly a value proposition. The store locations, the footprint, the layout of the selling floor and the product assortment all support the brand proposition. But in general, most small format stores tend to be more about convenience than value … and customers definitely are willing to pay a small premium for that convenience.\r\n\r\nAldi successfully leverages an extensive private label program over national brands at a discount to support its position in the marketplace.\r\n\r\nFresh & Easy is all about being fresh (and, well, easy), and by sticking to this doctrine, it has created a strong fan base.\r\n\r\nTrader Joe’s is all about providing a unique, value-added proposition. It offers private label items such as “cat cookies,” “pot stickers” and dried fruits and nuts to which customers are extremely loyal and know they can only buy at Trader Joe’s.\r\n\r\nHere, too, Trader Joe’s leverages innovative packaging, branding and significant private label presences to make its brand experience unique and ownable.\r\n\r\nAs more and more retailers are getting into the small format store space, they should consider three possible strategies for using private label:\r\n\r\n1. Make the majority product mix private label. This means commitment to building a relevant branded environment and product development, as traffic will be driven by the brand propositon, e.g. the Trader Joe’s of the world.\r\n\r\n2. Keep the private label focus on fresh food and meal solutions. Drive traffic and margin with these offerings; they can even be branded solutions to create a proprietary look and feel.\r\n\r\n3. Develop a few unique private label offerings found only in this small format that target your consumer wants and needs. Take a page out of Duane Reade’s DeLish brand, which lets private label serve as a unique, well-positioned driver within the national brand portfolio (in other words, have your cake and eat it, too.)\r\n\r\nIn some ways, it would be really nice and easy to go back to the industrial-age days of “build it one way, build it big and utilize leverage” to drive the business. But we’re in a different time, one where technology and evolving needs have altered both consumer expectations and the buying experience.\r\n\r\nConsumers now seek out custom solutions that benefit them through badge value, quality, price and/or convenience. By strategically assessing these wants and needs, and delivering against them as Piggly Wiggly and King Kullen did back in the days, retailers can harness the concept of the old General Store and turn small formats into strong, sustainable business concepts.</p>\r\n\r\n<a href=\"http://www.privatelabelbuyer.com/articles/86650-growing-your-business-smaller\" target=\"_blank\">http://www.privatelabelbuyer.com/articles/86650-growing-your-business-smaller\r\n</a>', 'Growing Your Business Smaller', '', 'inherit', 'closed', 'closed', '', '1540-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1540, 'http://cbx.cappendev.com/1540-revision-v1', 0, 'revision', '', 0),
(2895, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>Brands are spending a lot of effort (and money) trying to get consumers to “Like” them on Facebook, but there are only a few brands consumers truly “love.”\r\nAccording to a survey of 1,000 people conducted by New York-based brand agency CBX, Apple is the brand they “love the most,” followed by Sony, Coca-Cola, Nike and Pepsi/Mountain Dew. The reasons listed for loving those companies ranged from “innovative” (Apple) to “reliable and dependable” (Sony) and “great/good taste” (Coca-Cola).\r\n\r\nRounding out the Top 10 list were: Wal-Mart, Samsung, Chevrolet, Dell and Amazon. Apple was the clear winner among both men and women, although men were more likely to choose Nike and/or Sony as their second and third choices, while women picked Coca-Cola second.\r\n\r\n“‘Love,’ in all aspects of life, is about having a deep affection for something or someone. As love gets deeper, you start to develop feelings of trust, comfort and stability for/from that person or brand,” Greg S. Lippman, managing partner of CBX, tells Marketing Daily. “In the case of this survey, I think that all of these brands provide something to people that they believe they cannot get elsewhere. And in most cases, they also get that feeling of trust, comfort and stability from each of these brands.”\r\n\r\nAmong other demographic breakdowns:\r\n\r\n-Consumers 18-24 said they loved Nike, but no one over 55 had similar love for the brand.\r\n\r\n-Sony still captured the hearts of 27% of consumers ages 18-24, which led it to the number 2 position.\r\n\r\n-26% of consumers 35-44 loved Coca-Cola more than any other brand.\r\n\r\n“There is a difference between like and love,” Lippman says. “There are certain brands that I am passionate about and would definitely say I ‘love,’ that I wouldn\'t cheat on [Apple]. And there are others that I like, [though] I could be swayed to try a dalliance [Snickers vs. a Milky Way].”\r\n\r\n\r\n<a href=\"Read more: http://www.mediapost.com/publications/article/167722/happy-valentines-day-apple-they-love-you.html#ixzz29TIz7hQO\" target=\"_blank\">Read more: http://www.mediapost.com/publications/article/167722/happy-valentines-day-apple-they-love-you.html#ixzz29TIz7hQO</a>', 'Happy Valentine\'s Day, Apple! They Love You', '', 'inherit', 'closed', 'closed', '', '1689-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1689, 'http://cbx.cappendev.com/1689-revision-v1', 0, 'revision', '', 0),
(2896, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Christina P.\r\nJust because a brand may feel like your baby, doesn’t mean you should become an overbearing parent. Here’s how to let go of the reins, for long-term benefit.\r\n\r\nA famous piece of wisdom from child-rearing expert Dr. Benjamin Spock is making the rounds again: “Better to relax and make a few mistakes than to try too hard to be perfect … Children are driven from within themselves to grow, explore, experience, learn, and build relationships with other people. A lot of good parenting lies in simply allowing your child to go with these powerful drives.”\r\n\r\nIt’s refreshing to see the parental pendulum swinging to the point where mistakes are now considered a key aspect of growth. Let’s hope it doesn’t take too long for this trend to trickle into the world of brand innovation. Unfortunately, it seems that “helicopter branding” still continues to thrive in corporate America, as companies hover protectively over their successful brands, sometimes stifling growth in the process.\r\n\r\nLike helicopter parenting, helicopter branding actually comes from a positive space: The deep love for--and, therefore, drive to protect--a successful brand. Counterintuitive to any “brand parent” is a willingness to set their “brand child” up for potential innovation failure. Often we hear that it’s an overall low appetite for risk that’s to blame. But a brand’s crash can also stem from its company’s inability to give that brand the freedom to grow.\r\n\r\nHere are four Dr. Spock-esque ways to loosen the parenting reigns to raise healthy, growing brands and foster innovation:\r\n\r\n<strong>1. Remember that every <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand is driven to explore boundaries</strong>\r\n\r\nManufacturers who deliver one specific offering might not realize that there are plenty of in-between ways to stretch the brand and push the boundaries of that core product or service. Developing adjacent product ideas that align with brand and business models can breed creativity within existing capability and unlock ideas that not only are doable but also change the game for a brand.\r\n\r\nLook at Tide, for example. Expanding from laundry clean to fabric care through form and function innovation, the company stretched its one key offering--detergent--into several things: pods, sprays, stain sticks, and more. In doing so, Tide changed consumer perceptions of their own idea of what doing laundry means.</br>\r\n<strong>2. Let your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand negotiate the landscape</strong>\r\n\r\nAllow a toddler innovation to find its own road, while sticking around for course correcting. Sometimes brands surprise us by slipping into our behavior unannounced--and sometimes the brands surprise themselves (who knew we’d be running our homes with iPads?). Sometimes a parent notices an opportunity and gives the brand a little push in the right direction.\r\n\r\nWe can see this through the lens of Instagram. The photosharing sensation started out as a Foursquare-esque app called Burbn, until the business noticed that the photosharing capability was getting all the action. So the brand insta-evolved into what it is today, and hasn’t looked back since (certainly not after it was purchased by Facebook for a cool $1 billion).</br>\r\n<strong>3. Nurture your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand through all developmental stages</strong>\r\n\r\nParental guidance is invaluable as innovation passes through subsequent growth stages. Needs may change depending on the stage, but continuing to nurture breakthroughs through transitions, post-commercialization, is part of the process. Don’t let poor marketing strategy and execution errors or distribution challenges curtail development. Test, analyze, guide, and re-tack in real time.\r\n\r\nThat’s what happened with Dr. Scholl’s, which launched its Custom Fit Orthotic products in retail kiosks equipped with diagnostic foot-mapping technology that can “see” through stockinged feet. Unfortunately, in test markets, a merchandising flaw came to light: When people took off their shoes, there was nothing to stabilize them in the kiosk space. Dr. Scholl’s went back and overhauled the units to rectify the problem and make the kiosks more consumer-friendly. The company also raised the pricing by 30%, to reflect the premium nature of its offering, without losing volume--a literal return on nurturing investment.\r\n\r\n<strong>4. Allow your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand to skip <del datetime=\"2013-02-21T16:41:47+00:00\">math</del> finance class occasionally</strong>\r\n\r\nKnow what the innovation goals are for your brand, apart from profit targets, and calibrate financial expectations against important metrics that will affect brand growth over the long haul. Maybe it’s a door-opener in a new category, maybe it’s sexy flypaper in a merchandising brand block, maybe it’s a way to slowly take over the universe. Whatever the tactic, it may very well lead to big money down the road, if not in the immediate future.\r\n\r\nRed Bull has been back on people’s lips again, thanks to its Red Bull Media House. This business model departure into content has a finger on the pulse of sports and culture. Red Bull Stratos dropped a guy from outer space and became the most buzzed-about brand in the social-networking stratosphere. Is Media House turning a profit? Not yet. But is it garnering attention for the brand? Absolutely.\r\n\r\nSure, these are the success stories, but we’ve all seen how helicopter parenting can get in the way of growth. The fear associated with loss of control keeps some brand folks up at night (much like a newborn would keep up first-time parents) and makes them hesitant to do anything at all. Unfortunately, this can lead to the creation of disastrous offspring. Whether supporting ideas for growth or supporting mistakes, letting go of the reins a little--and supporting the brand-child as it naturally evolves--is essential for long-term success.\r\n</br>\r\n<a href=\"http://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it\" target=\"_blank\">http://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it</a>\r\n', 'Helicopter Branding: Why It’s Bad...', '', 'inherit', 'closed', 'closed', '', '1805-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1805, 'http://cbx.cappendev.com/1805-revision-v1', 0, 'revision', '', 0);
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(2897, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nOkay, I have a confession to make: I\'m the furthest thing from political, and only recently learned what the term \"Tea Party\" meant. The truth is, I probably wouldn\'t have sat up and taken notice of these important mid-term elections if not for one thing: the recent redesigns of the Democratic and Republican parties\' logos. Now that\'s a political statement I can get behind. Call me shallow, but few things get me going like good design.\r\n\r\nUnfortunately, good design wasn\'t necessarily what I found. So here are my thoughts on the latest logos -- and my suggestions for how the political parties might take things one step further.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentdem.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentdem.jpg\" alt=\"\" title=\"political-logos-currentdem\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-603\" /></a>\r\n\r\nWe\'ll start with the new Democratic Party logo. According to Tim Kaine, the Chairman of the Democratic National Committee, \"This new identity for our party captures the spirit that unites us all.\" But in my humble opinion, there\'s nothing unifying or inspiring about this logo at all. On the one hand, the Dems want to show us that they\'re the one party that truly represents America\'s middle class, and that they\'re progressive and modern. My guess is that the designer of this logo, New York-based SS+K, argues that its bare bones design -- which breaks with popular tradition by leaving out stars and stripes, an antiquated donkey symbol and a red/white/blue color palette -- would boldly signal a return to the simple values of the American Middle Class.\r\n\r\nBut I just don\'t buy that. I see no spirit, no energy or no new idea here at all -- just a logo that looks like a target or a superhero\'s logo. C\'mon, people: It\'s a capital letter D in a circle! It looks like nothing so much as an almost failing grade atop a terrible book report. And to say it looks unfinished would be extremely kind. The fact that the Dems chose this as a way to regain some momentum for what some predict will be big election losses is baffling.\r\n\r\nHere\'s how we would have handled the redesign:\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newdem.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newdem.jpg\" alt=\"\" title=\"political-logos-newdem\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-604\" /></a>\r\n\r\nOwning the letter \"D\" is a bold move, but don\'t leave it flailing out there alone on an island (or in a circle, as it were). Adding another element -- such as an equal sign, which speaks to \"equality for all\" -- would speak for the fundamental principles of the Democratic party and make the visual identity richer and stronger. The symbol could also function as a galvanic campaign message, e.g. D = determination, D = dedication, etc.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentGOP.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentGOP.jpg\" alt=\"\" title=\"political-logos-currentGOP\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-605\" /></a>\r\n\r\nThe GOP, on the other hand, has played it close to the vest by making some relatively subtle changes to their existing brand identity, as featured on their new website.\r\n\r\nRed is still the dominant color (which always struck me as fascinating, since in most of the world, red is associated with left-leaning parties). The new GOP font, which sort of resembles the \"Crimestopper\" font created by renowned typeface designer Jeff Levine, has a little more softness along the edges. And the trusted old elephant (a Republican symbol dating back to 1874) is still there -- albeit \"trunk\"-ated (pun intended) -- and now integrated into the \'O\' of GOP. Could it be that this combination of elements was designed to project a more contemporary, streamlined, brand-conscious party?\r\n\r\nThere\'s no question that when you\'re the party that\'s not in charge, you can take some risks and have a little fun. So here\'s what we recommend:\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newGOP.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newGOP.jpg\" alt=\"\" title=\"political-logos-newGOP\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-606\" /></a>\r\n\r\nSince most people do not necessarily know the origin or historical development of the term GOP, and young people probably aren\'t that attracted to a party with the word \"ole\" in it -- or \"grand\" for that matter -- we recommend taking a page from the recent Democratic Party logo redesign and owning the letter \"R.\" We also believe a subtle but potent integration of the elephant\'s trunk (because we don\'t want to sever ties completely with the party\'s popular pachyderm) and stars would complete the picture.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/111111.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/111111.jpg\" alt=\"\" title=\"111111\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-607\" /></a>\r\n\r\nWhich brings me to The Tea Party. Using the very same grassroots tools (e.g., technology and social media) pioneered by the Obama campaign, The Tea Party is fully intent on \"crashing the party.\" And they intend to do it in the most unapologetic, no-holds-barred way you can think of. But is their \"let\'s-take-back-America-from-the-evil-clutches-of-government\" reflected in their logo?\r\n\r\nAs you might guess, a party named for one of the watershed moments in Revolutionary America\'s history probably felt obliged to use the flag colors in a central, anchoring way, and it does. The Tea Party chose a shield in a pretty obvious attempt to stand out as the party that will stoutly defend the interests of hardworking American people. Not awful, but the somewhat slicker design and layout of the stars and stripes strikes me as awkward (are the stars and stripes actually a sash?).\r\n\r\nIn general, the logo tries to communicate too many things: \"We\'re Pro-American jobs! We\'re media savvy! We\'re here to protect you! We\'re about small government! We\'re cool and modern! We\'re the party of change!\" As a result, it is ridiculously cluttered, and seems like a combination of the Australian flag (same white stars on blue background) and the Star Trek crew insignia. Sorry to ruin the (tea) party, guys.</p>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/222222.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/222222.jpg\" alt=\"\" title=\"222222\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-608\" /></a>\r\n\r\n', 'Hey Dems, GOP, and Tea Party! We Redid Your Crappy Logos', '', 'inherit', 'closed', 'closed', '', '1561-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1561, 'http://cbx.cappendev.com/1561-revision-v1', 0, 'revision', '', 0),
(2898, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>NEW YORK, NY--(Marketwire - Oct 9, 2012) - Bionic, a division of the family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a glove brand that continues to evolve in order to provide the best quality and performance for athletes and non-athletes alike. Parent company Hillerich & Bradsby has a long established commitment to athletes, and is more famously known as the manufacturer of Louisville Slugger baseball and softball equipment.\r\nBionic collaborated with agency partner CBX, a brand agency based in New York, to redesign its logo and tagline, which is used across a variety of media and touch points. Bionic sought to update the look of their brand -- which had originally been developed more than a decade ago -- in order to reflect the overall growth of the company as well as the evolution of its products. Today\'s Bionic line includes gloves specially designed for golf, baseball, tennis, racquetball, fitness and equestrian, as well as for such other pursuits as gardening, driving, and motorcycling. The line also includes gloves for general winter wear and for men and women coping with arthritis.\r\n\r\nCBX realized that a logo on a golf glove is advertising the brand out on the course. It has to be seen from 20 yards away. They were able to create a simplified logo that actually conveyed more to the target consumers. This logo is equal parts the letter \"B\" and a gripping hand silhouette, reinforcing the Bionic name brand while showing, quite literally, the unparalleled grip that is the brand\'s biggest strength.\r\n\r\nThe tagline \"Super. Human. Performance.\" aims to succinctly communicate the more advanced technology associated with Bionic gloves, with the byproduct of that technology being superior performance.\r\n\r\nCBX Chief Creative Officer Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all athletes. We all want to perform and get results. People look to brands for guidance and confidence. The new Bionic logo visually transforms the brand from being just about gloves to being a sports performance company. It\'ll compete very nicely with the Nikes and Under Armours of the world over time.\"\r\n\r\nThe new logo and tagline better encapsulate the athletic spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming months and year.\r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\n<a href=\"http://news.yahoo.com/hillerich-bradsbys-bionic-glove-brand-133000654.html\" target=\"_blank\">http://news.yahoo.com/hillerich-bradsbys-bionic-glove-brand-133000654.html</a>', 'Hillerich & Bradsby\'s \"Bionic\" Glove Brand Gets a New Grip on Positioning for a \"Super. Human. Performance.\"', '', 'inherit', 'closed', 'closed', '', '1714-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1714, 'http://cbx.cappendev.com/1714-revision-v1', 0, 'revision', '', 0),
(2899, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>New York, NY –(10/9/12)--Bionic, a division of the  family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a  glove brand that continues to evolve in order to provide the best quality and  performance for athletes and non-athletes alike. Parent company Hillerich  & Bradsby has a long established commitment to athletes, and is more  famously known as the manufacturer of Louisville Slugger baseball and softball  equipment.   \r\n Bionic collaborated with agency partner CBX, a brand  agency based in New York, to redesign its logo and tagline, which is used  across a variety of media and touch points. Bionic sought to update the look  of their brand – which had originally been developed more than a decade ago –  in order to reflect the overall growth of the company as well as the evolution  of its products.  Today’s Bionic line includes gloves specially designed  for golf,  baseball, tennis, racquetball, fitness and equestrian, as well  as for such other pursuits as gardening, driving and motorcycling. The line  also includes gloves for general winter wear and for men and women coping with  arthritis.   \r\n\r\n CBX realized that a logo on a golf glove is  advertising the brand out on the course. It has to be seen from 20 yards away.  They were able to create a simplified logo that actually conveyed more to the  target consumers. This logo is equal parts the letter “B” and a gripping hand  silhouette, reinforcing the Bionic name brand while showing, quite literally,  the unparalleled grip that is the brand’s biggest strength.    The  tagline \"Super. Human. Performance.\" aims to succinctly communicate the more  advanced technology associated with Bionic gloves, with the byproduct of that  technology being superior performance.  \r\n\r\n CBX Chief Creative Officer  Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all  athletes. We all want to perform and get results. People look to brands for  guidance and confidence. The new Bionic logo visually transforms the brand  from being just about gloves to being a sports performance company. It\'ll  compete very nicely with the Nikes and Under Armours of the world over  time.\"   \r\n\r\nThe new logo and tagline better encapsulate the athletic  spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming  months and year.    \r\n\r\nAbout CBX:  CBX is a brand agency  specializing in corporate identity, consumer branding and retail. The company,  with its current staff of 140, was founded in 2003 and has a client base that  includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks  Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In  addition to its New York City headquarters, CBX has an office in Minneapolis,  and through the CBX Worldwide Partnership, has operating offices in Santiago,  Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul.  The firm was ranked #282 in the Advertising & Marketing industry for the  2011 Inc. 500/5000 list of fastest growing private  companies.\r\n', 'Hillerich & Bradsby’s “Bionic” Glove Brand Gets New Grip  On Positioning For “Super. Human. Performance.”', '', 'inherit', 'closed', 'closed', '', '1775-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1775, 'http://cbx.cappendev.com/1775-revision-v1', 0, 'revision', '', 0),
(2900, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Marketing and branding can be silly. But we give them a ton of power to shape how we see the world.\r\nSo we made a podcast to talk about how this stuff really works (how do businesses become “brands”?), make fun of the super stupid stuff (like when brands get “woke”), and trash the really ugly stuff that businesses use their brands to hide.\r\n\r\nAnd we’ll try to understand the biggest question of all...\r\n\r\n<strong>WHAT ARE THE WORLD\'S BIGGEST BRANDS HORNY FOR?</strong>\r\n\r\nJoin us in The Brand Hole to find out.\r\n\r\n<strong>LATEST EPISODE</strong>\r\n\r\n<iframe style=\"border: none;\" src=\"//html5-player.libsyn.com/embed/episode/id/5597128/height/90/width/640/theme/custom/autonext/no/thumbnail/yes/autoplay/no/preload/no/no_addthis/no/direction/backward/render-playlist/no/custom-color/87A93A/\" width=\"640\" height=\"90\" scrolling=\"no\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\nRachel Bernard, VP of verbal strategy at CBX, joins Caitlin to talk about one of the most important parts of brand naming: making sure it\'s not incredibly offensive. We get into why we check for linguistic issues, what we look for, and, most importantly, we tell tales of all the ridiculous disasters we uncover (or create).', 'Horny for Linguistic Disasters', '', 'inherit', 'closed', 'closed', '', '2297-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2297, 'http://cbx.cappendev.com/2297-revision-v1', 0, 'revision', '', 0),
(2901, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'After months of planning and prepping, Saks Fifth Avenue closed up shop at 5115 Westheimer Road for new and improved digs — swapping 5115 for 5175. And despite being a mere three-tenths of a mile from the original location, Saks’ transformed space transports customers to a palatial emporium of luxury that Houston’s never seen. The store was designed by Saks Fifth Avenue Store Design and Planning Team in collaboration with CBX.  Feast your eyes on the new Saks Fifth Avenue.\r\nOriginally posted by <a href=\"http://www.papercitymag.com/style/houston-new-luxury-palace-inside-new-saks-fifth-avenue-galleria-store/#54301\" target=\"_blank\">PaperCity</a>', 'Houston’s New Luxury Palace: Inside The New Galleria-Changing Store', '', 'inherit', 'closed', 'closed', '', '2174-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2174, 'http://cbx.cappendev.com/2174-revision-v1', 0, 'revision', '', 0),
(2902, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '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', '', 'inherit', 'closed', 'closed', '', '2094-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2094, 'http://cbx.cappendev.com/2094-revision-v1', 0, 'revision', '', 0),
(2903, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'For practical purposes, we all consider convenience stores to belong to one retail sector and drug stores to another. In a very real sense, however, the modern chain drug store is a c-store.Convenience is the raison d’être for the extraordinarily well-positioned real estate of the drug store sector as a whole. The strategy, of course, is to create one-stop-shopping destinations for neighborhood customers who already need to visit the store to pick up prescriptions. In this model, the role of the pharmacy is roughly analogous to that of the gas pump at c-stores — it is the primary traffic driver.\r\n\r\nBut in case you haven’t noticed, traditional c-stores are coming into their own with strategies that substantially augment this approach. The idea is not just to ramp up productivity by offering more reasons to walk into the store; it is to elevate the experience in order to cement brand loyalty and drive repeat visits.\r\n\r\nWhen you walk into a chain drug store today, is there anything novel or exciting about the experience? How does the overall atmosphere make you feel? “Experiential” is the biggest buzzword by far in all sectors of retail today. Yet, the experience in our drug stores has remained remarkably cookie-cutter (with a few exceptions). Often, a customer simply walks into a wall of end-cap fixtures.\r\n\r\nC-stores, by contrast, have shown a greater willingness to experiment with their formats. When Wawa moved into Florida, the Pennsylvania-based chain scored a big hit with its use of “fresh” decorating cues such as natural materials, floor-to-ceiling glass windows to provide inside-out retailing, warm colors, outdoor seating areas, and highly visible kitchen and sandwich-making areas. For many in the Sunshine State, this elevated offering, with its fresh-baked bread and signature coffee presentation, was truly novel.\r\n\r\nOther examples of this approach (and there are many) include Argentina’s Axion Spot! Café, which is a c-store designed around an authentic café experience, or Eastern Europe’s MOL Fresh Corner stores, which offer fresh food and branded coffee. Back home, some West Coast c-stores even sell gourmet tacos from outdoor food carts. The point here is not just to give people something new to eat — it is to add theater.\r\n\r\nNational chain drug stores can, and should, raise their game as well. That means finding viable ways to enliven today’s cookie-cutter experiences. Of course, it would be impossible for a chain with 1,200 stores to offer a thoroughly unique experience at each location. However, bringing some degree of localization to individual stores — especially those in distinct locales with high traffic — is doable.\r\n\r\nThis is about more than swapping out seasonal merchandising. Bringing in sand toy and beach chair displays over the summer is not localization, and since everyone does it, this is hardly an effective tactic. Localization requires a willingness to decentralize and collaborate with store managers to stock select merchandise that speaks directly to the needs and priorities of local shoppers.\r\n\r\nKnowing the neighborhood firsthand is a critical part of the localization process, because numbers alone can be misleading. Years ago, when Virgin Entertainment was planning a megastore for Union Square in Manhattan, the merchandise was originally programmed around classical music. Online research and stats for the neighborhood indicated a wealthier, older demographic. And yet half-a-dozen colleges and universities surrounded the Union Square store.\r\n\r\nWhy had the software failed to record these young people? They were not “permanent residents” and, thus, not included in demographic research. After realizing this oversight, Virgin reprogrammed the store around rock and world music.\r\n\r\nNew York City pharmacy chain Duane Reade is one player that has sought to bring local angles to its stores through a rebranding initiative. In Brooklyn’s Williamsburg neighborhood — where you’ll find no shortage of craft beer hot spots such as Threes Brewing, The Brooklyn Brewery, Beer Boutique and Mugs Ale House — it was a logical choice for Duane Reade to add a craft beer growler bar to its reinvented store. In Downtown Manhattan, though, Duane Reade’s research showed that customers were particularly in need of high-quality fast food, available on the go. Here a sushi bar made the most sense.\r\n\r\nWalk into certain Seattle-area Bartell Drugs locations, and you’ll find end-of-aisle displays featuring what might seem to be an unusual item: Spam, the kitschy meat product by Hormel, most loved by Hawaiians. Given its relative proximity to Hawaii, Seattle has a relatively large population of native Hawaiian islanders. So Bartell moved to meet this demand in a way that highlighted its grasp of local culture.\r\n\r\nAlong the same lines, Bartell made sure to prominently display products by Seattle-based Theo’s Chocolate as a way to help localize its stores. These higher-end products were given an elevated and centered presentation, with more mainstream candies still accessible on the racks below.\r\n\r\nIn the old days, Bartell was a soda shop that was popular up and down the West Coast. To localize a South Lake Union store popular with Seattle urbanites, Bartell took advantage of the store’s classic long bar and bar stools by partnering with a local ice creamery and gelato store. Now customers can stroll in, order a root beer float or a sarsaparilla, and have the kind of experience that you just can’t find at every chain drug store.\r\n\r\nImprovements in the customer experience need not always be rooted in local history and character. Duane Reade, for example, supplemented greeting cards from its core American Greetings brand with an attractive branded display by that company’s higher-end Papyrus unit, supplier of better-quality cards, gifts and stationery. Small touches such as this add up quickly. Suddenly, your store has more cachet.\r\n\r\nThe fundamentals of retail design also matter — especially given that the rest of retail is so obsessed with ramping up the customer experience.\r\n\r\nAt better American c-stores, the “stack it high” merchandizing model is gone, replaced with shorter gondolas that give the place a lighter, airier feel. In addition to making the coolers more visible, this helps female customers feel safer and more comfortable. And yet in the drug store business we still find 7-foot-tall gondolas that tower over shoppers and block critical sight lines. How can we ramp up beauty sales if female customers consciously or unconsciously feel unsafe to linger on the beauty aisle?\r\n\r\nFinally, U.S. drug stores could find new sources of inspiration by studying how the customer experience is evolving in international markets. In Brazil, for example, one chain is already working with designers to better integrate into the flow of its stores the experience of visiting a medical technician for an immunization.\r\n\r\nToday, as major drug chains continue to add walk-in clinics to their stores, they could do more to integrate this growing focus on consultative health, wellness and medical services into the customer journey. Specifically, there is potential here to create consultation spaces (served by relevant merchandise displays) that communicate on-brand messages to consumers.\r\n\r\nA clinic need not feel overly clinical. Open designs with reassuring colors, wellness-oriented visuals and other flourishes can create a pleasing experience. This is especially important if a wait is likely to be part of the journey.\r\n\r\nOf course, facilitating customer interaction with pharmacists and wellness ambassadors should be central to these efforts — and a number of U.S. chains have already made strides in this area.\r\n\r\nAt older stores, high counters between pharmacists and patients created an unwelcome barrier. Duane Reade, for one, embraced lower counters in order to restore a sense of personal connection.\r\n\r\nWith about 30,000 chain drug stores in the United States alone, the top chains already create retail experiences for millions of people. There is tremendous opportunity at every touch point to convey brand messages, cement customer loyalty and increase foot traffic and sales in location-appropriate merchandise. Duane Reade’s Growler Bar would never have worked if it was not the right strategy from the start. And yet all too often the experience of shopping at a drug store feels functional and flat.\r\n\r\nIf drug stores were islands unto themselves, they could afford to stay the same. Don’t allow your competitors to eat your lunch. It’s time to differentiate.\r\n\r\nOriginally published in <a href=\"http://www.chaindrugreview.com/how-chain-drug-stores-can-stand-out-from-the-crowd/\" target=\"_blank\">Chain Drug Review</a>', 'How Chain Drug Stores Can Stand Out From the Crowd', '', 'inherit', 'closed', 'closed', '', '2167-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2167, 'http://cbx.cappendev.com/2167-revision-v1', 0, 'revision', '', 0),
(2904, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Design in American politics doesn’t sound like it would be anything special—a little red, white, and blue, some stars and stripes, and you’re set. It’s practically what’s expected, so is there really any need to innovate beyond that?\r\nWell, if 2017 was any indication, the answer is a resounding, “Hell yes.” And NYC brand and design agency CBX truly took this to heart when designing <a href=\"http://www.sheshouldrun.org\" target=\"_blank\" rel=\"noopener\">She Should Run</a>, an organization that aims to expand the talent pool of women running for office in the United States.\r\n\r\n“They didn’t want to look all the way like a political campaign,” explained Lesley Stordahl, Creative Director at CBX. After all, She Should Run is so much more than that—it goes beyond pushing people to nominate other women to run for office but also encourages, motivates, and inspires women so they themselves feel confident enough to run. It’s no surprise that <a href=\"https://www.npr.org/2016/06/11/481424890/even-with-a-female-presumptive-nominee-women-are-underrepresented-in-politics\" target=\"_blank\" rel=\"noopener\">women are underrepresented</a> at all levels in the <a href=\"http://www.sheshouldrun.org/mission\" target=\"_blank\" rel=\"noopener\">500,000+ elected offices across the country</a>. And without women in these roles, the cycle perpetuates itself, leaving young girls without role models in political office.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss1.jpg\"><img class=\"alignnone size-large wp-image-11051\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss1-1024x334.jpg\" alt=\"\" width=\"1024\" height=\"334\" /></a>\r\n\r\nSo how could CBX design She Should Run to help change the culture of women in politics at its core? The answer was to make it welcoming.\r\n\r\n“It was about softening some of the pieces so it feels approachable,” said Lesley. “I wouldn’t say feminine—just approachable.”\r\n\r\nLesley pointed towards the Obama campaign as one that truly achieved a design which felt accessible. “They did a great job of smoothing things out, with a deep blue and a deep red,” she mentioned. And the result is that people truly felt like they were a part of something and actually standing with Obama, rather than just voting for him.\r\n\r\n“As we moved towards designing for women it takes some of the harshness and aggressiveness out of the pieces,” she added. Variety, from different fonts and a wider range of colors (like the coral used for She Should Run as opposed to a bright red) makes it all feel more attainable, not to mention modern.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss2.jpg\"><img class=\"alignnone size-large wp-image-11052\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss2-1024x575.jpg\" alt=\"\" width=\"1024\" height=\"575\" /></a>\r\n\r\nBut it’s a bit of a balancing act. Of course, you certainly don’t need American flags plastered all over something to indicate it’s something political, but you also can’t entirely forgo these elements in an effort to create something brand new. “When you try to push design into a whole new place, and if you don’t have some of those residual codes,” she said, “then someone may go right past you and not think you’re telling a political activism story. So how can we modernize them—feminize them if they need to be—and make them clear so that someone can take action from that moment?”\r\n\r\nMaking it inclusive is key—and this very well may be the defining characteristic of the role design can play in politics, in 2018 and far into the future. When applied to brand design as a whole, Lesley advises designers, “Appreciate that design is general. If you look to other industries there’s a blurring of lines of what’s traditional masculine and feminine.”\r\n\r\nShe Should Run is geared towards women specifically so female icons were used, but this still meant some careful consideration to often overlooked details. “We included all racial identities,” Lesley mentioned, “so we had to think about the figures, their hair shape, and the shape of the forms themselves.” The final look and feel is hardly the typical portrayal of femininity; rather, it represents strength in womanhood and humanity as a whole.\r\n\r\nAnd this, in turn, ignites action.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss3.jpg\"><img class=\"alignnone size-full wp-image-11053\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss3.jpg\" alt=\"\" width=\"600\" height=\"600\" /></a>\r\n\r\n“People have lost sight of the fact that doing something can be very easy. There’s so much apathy and people feel like it’s so insurmountable to even fix anything,” Lesley added. “They want to fix it rather than participate in ways to change.” So in order to overcome this helplessness and immense overwhelm, political design must also feel doable.\r\n\r\nShe mentioned Alabama’s Senate election in which African American women in particular played a vital role in Doug Jones getting elected. “Black women showed up to vote, which sounds like a simple thing,” Lesley said, “but it was also such a big thing.”\r\n\r\n“As we design for any marginalized group, we need to make it clear that there are simple actions you can take. It must feel intuitive, like you’re part of it,” Lesley stated. “It’s important for people to feel like they have done something in the most simple way possible. So that means design needs to be simple.”\r\n\r\nOriginally published in <a href=\"http://www.thedieline.com/blog/2018/1/17/how-design-is-giving-american-politics-a-brand-new-look\" target=\"_blank\" rel=\"noopener\">The Dieline</a>', 'How Design Is Giving American Politics a Brand New Look', '', 'inherit', 'closed', 'closed', '', '2305-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2305, 'http://cbx.cappendev.com/2305-revision-v1', 0, 'revision', '', 0),
(2905, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Todd Maute\r\nPrivate label emerged when retailing was still relatively straightforward. Today, the proliferation is such that we are no can longer rationalize creating a new brand for countless categories. “I have 21 brands and I don’t know what half of them are,” an executive recently said to me. “If I don’t know what these brands mean, how are our shoppers going to?” Every private brand in a retailer’s portfolio needs to tell a compelling story. They also need to have a strategy that addresses consumer mindsets, as well as items that give shoppers a reason to return.\r\n\r\nAs consumer trends have diversified, product categories have expanded to the nth degree. Historically, with each new trend (organic, natural, gluten free, low fat, high protein, etc.) came a new private brand. And with time, this strategy resulted in extreme brand proliferation. Now that companies have upwards of 10 to 20 unique brands in their private brand portfolios, they should start to consider a new paradigm. Move away from product-led strategies and instead focus on brand-led strategies that deliver against business goals. Instead of creating a new brand for every product, consider developing a brand centered around a role, purpose or consumer target brand, and use design as a marketing tool to communicate differences not just communicate functional attributes. Will consumers be able to discern between organic and low sodium, even if they come from the same brand? If you do it right… you bet. So what’s the challenge? Determining how to measure success.\r\n\r\nIf you don’t have a brand for every trend, are you more or less successful than if you do? I’m arguing that you can be more successful, if you look at the measurement criteria with a new lens. Most companies focus on quantitative data – share and penetration. But is penetration enough? Is share of market enough? What about qualitative metrics – equity and loyalty? Private brands can have high penetration, but zero loyalty. Hardly a secure position. But think of the difference a brand-led strategy can make: If that gluten-free customer simply can’t find your private brand elsewhere –that “gets her” like yours does – you win. Penetration and share of market are important, of course, but “mind share” means consumers are coming back to you specifically to get the products that speak directly to them. Go for mind share first and market share will follow and give you the credibility to grow and expand the brand if you thought it out properly.\r\n\r\nLittle wonder more retailers are going through brand-led, brand-consolidation processes that make more practical and emotional sense. So next time you have a conversation around private label metrics for success, think about these questions: How are you going to market? What are the roles of the brands? Have you considered the power of equity and loyalty? Who are we creating this brand for and why? Once you do…chances are your bottom line will thank you.\r\n\r\nRead more: www.mypbrand.com/2014/05/19/how-do-you-measure-success', 'How Do You Measure Success?', '', 'inherit', 'closed', 'closed', '', '1920-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1920, 'http://cbx.cappendev.com/1920-revision-v1', 0, 'revision', '', 0),
(2906, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>New York, NY, January 3, 2012 – CBX was a winner in the 2012 HOW International Design Awards. U by Kotex* received a Merit Award in the Packaging (consumer goods CD’s, etc.) Category:\r\nU by Kotex* (Kimberly-Clark) – CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 – 22-year-olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\r\nWinning entries will be featured in the 2012 HOW Design Annual, showcased in the online competition gallery archive and displayed in the Gallery of Stars at HOW Design Live.\r\n\r\n', 'HOW International Design Awards Recognizes CBX', '', 'inherit', 'closed', 'closed', '', '1582-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1582, 'http://cbx.cappendev.com/1582-revision-v1', 0, 'revision', '', 0),
(2907, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'When London International Awards (LIA) became the first global awards to recognize the role of naming last year, they didn’t quite realize what they’d started.\r\nThe impetus back in 2015 was the “What About Naming” campaign launched by New York-based brand agency, CBX, aiming to give the power of language in branding its own recognition.\r\n\r\nBut a phenomenal response to including Verbal Identity as a section in the Design Jury was followed by even more ‘What About….?’ questions from agency chiefs:\r\n\r\nWhat about the power of a great endline? What about the impact of a unique tone of voice? What about effect of brilliant copywriting?\r\n\r\n“Verbal Identity is much more than just a design category,” explains Barbara Levy, Founder and President of LIA. “It has many components, and thus deserves its own jury. LIA thought it was a great idea to create a separate medium with individual categories for the many elements and to invite a panel to judge it.\"\r\n\r\nSo this year, LIA further cements its position as one of the world’s most progressive and forward-thinking competitions by introducing Verbal Identity for the first time in advertising awards history as its own medium with a standalone jury.\r\n\r\nPresiding over this year’s Verbal Identity Jury will be Chris West, Founder of Verbal Identity Ltd. in London. On the decision to appoint Chris, Barbara comments: “Chris, whose company is appropriately named Verbal Identity, actually called us last year after seeing that we’d added Verbal Identity as a category [in Design]. He explained the many facets of Verbal Identity to us, his great passion for words and his enthusiasm for LIA recognizing their importance to the industry laying the groundwork for where we are now with the medium. We invited Chris to be the inaugural Jury President and he gladly accepted.”\r\n\r\n“My ego is now rampant – I think I’ll be a monster!” jokes Chris about the honour of being the first-ever Verbal Identity Jury President. “Luckily, the jury is composed of some of the best writers and namers, all with outstanding experience, from across the world. We understand language like others understand visual identity or numbers.”\r\n\r\nJoining Chris on this year’s maiden Verbal Identity Jury, among other notable names, will be Rachel Bernard, CBX’s Vice President of Verbal Strategy. “She’s the best of the best with her skill set,” says Rick Barrack, Chief Creative Officer of CBX and 2015 LIA Design Juror. “I’m excited to see the winners from this year’s entries and you can rest assured that damn good work will be honored.”\r\n\r\nThe jury will encompass skill-sets from all around the world. Amanda Liu will represent China’s leading naming agency, Labbrand Brand Innovations. The world of business is recognized by the inclusion on the jury of one of the most well-read writers on writing: the Wall Street Journal’s Ben Zimmer, who has a regular column in the WSJ. Steve Martin of Eat Design will be joining the jury from Japan. And one of the UK’s most highly respected ad agency writers, Sean Doyle, completes the group of linguistic experts.\r\n\r\nSays Chris: “The industry is changing. Clients are asking for a strong verbal identity like they used to insist on a clear and consistent visual identity. When 8 out of 10 channels are dominated by language, it’s never been more important. Language means so much to us; words reveal how we categorize the world and that’s crucially important in branding - it’s language which starts to build concepts and brands.”\r\n\r\nThe LIA 2016 Entry System is now accepting entries. The initial Entry Deadline is 10th June. Judging will take place in Las Vegas from 6th October to 14th October. The shortlists will be announced as each judging session concludes, with Winners being announced 8th November. For more information on submissions and eligibility, please visit <a title=\"LIA\" href=\"http://www.liaawards.com/enter/eligibility/\" target=\"_blank\">http://www.liaawards.com/enter/eligibility/</a>\r\n\r\nOriginally published on <a title=\"liaawards.com\" href=\"http://www.liaawards.com/press/press_releases/2016/press_article.cfm?press_id=601&amp;start=1\" target=\"_blank\">LIAawards.com</a>', 'How LIA is Finally Giving Verbal Identity the Recognition it Deserves', '', 'inherit', 'closed', 'closed', '', '2213-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2213, 'http://cbx.cappendev.com/2213-revision-v1', 0, 'revision', '', 0);
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(2908, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<a href=\"https://www.belsomra.com/\">Belsomra</a> is a hell of a drug.\r\nFor an insomnia medication, this was a real breakthrough. The pill is an orexin inhibitor that targets the pathways of the brain which keep us awake, effectively shutting them off and telling the brain to go beddy-bye.\r\n\r\nBut because of the type of drug it was, it had to be packaged in a blister pack, not just to keep a prying child’s hands away, but because it would ruin the efficacy of the drug. Seems reasonable enough, right?\r\n\r\nNow imagine that you haven’t slept since you don’t know when. Maybe you’re worried about losing your job. Maybe you have a couple kids that take up every last minute of your day. Maybe you have a set of nightly rituals and if one goes wrong, you know you won’t sleep tonight. Did you draw a warm bath? That First Rain incense burning? The heightened state of anxiety that plays out is just as routine as the sleepless nights.\r\n\r\n“These are people whose lives and health are in jeopardy,” CBX Strategy Director Brian McDonagh says. “So here’s a medication that may solve all of your problems, but best of luck getting it out of the package.”\r\n\r\nAccording to Brian, there’s a disconnect between the various drug manufacturers and medical device makers and the consumers they help. “Their focus, and rightly so, has been on the solution and the drug,” he says. “That whole mindset is about process, control, and rigor. You don’t want something to end up on the market that’s ineffective or dangerous. It’s basically the scientific process—test, repeat, verify. Everything about that is methodical and clinical.”\r\n\r\nSo how can designers eliminate all the of the physical, perceptual, and emotional barriers for patients along the way?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/download.jpeg\"><img class=\"alignnone size-full wp-image-10989\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/download.jpeg\" alt=\"\" width=\"1000\" height=\"667\" /></a>\r\n\r\nIn the case of Belsomra, CBX had the opportunity to make the packaging much more functional. Because the chemical integrity of the pill couldn’t be compromised, the blister pack wasn’t something that could be entirely eliminated. The packaging first came as a large rectangular box of blisters with even more boxes inside as well. They cut out the extraneous packaging waste while reducing the cavity size of the blister so that it was less a gigantic brick of plastic and more like a smartphone. They also improved the opening and closure of the product so that it’s much more navigable—now, there’s a clear front and back.\r\n\r\n“You have to have an empathy gene,” Brian says. “That’s the hidden gem in all of this. Everyone I’ve worked with—whether it was a medical device or a vaccine—99.9% of these guys really want to help people.” But no matter how groundbreaking or effective the drug, if it doesn’t get inside the person’s body in the right way at the right time, then what’s the point of making it?\r\n\r\nBut in order to do this, the most important thing, Brian says, is getting out there and understanding the client. “You have to go and talk to people,” he says. “You have to go into where they live and work and observe. Be immersed as much as you can.”\r\n\r\nSo where is medical packaging going? Does medicine even need to look like medicine? Just because a bottle has a screw-tap today doesn’t necessarily means it needs to be that way tomorrow. Epinephrine doesn’t need to be administered from a $600 gluestick. Just look at the EpiPen’s competitor Auvi-Q with it’s slim, easily-portable and helpful design.\r\n\r\n“No one wants to be reminded that they’re sick, Brian says. “A lot of stuff coming out is bright and optimistic—it doesn’t look clinical.” Part of that comes down to how we speak to patients, and designers can remove that stigma that comes from being sick. How do you let them own it and not be ashamed?\r\n\r\nDesigners also need to be aware that most medicines will soon be connected to your smartphone. In the case of schizophrenia medication Abilify MyCite, a small microchip is embedded with the drug that digitally tracks whether or not a patient has taken their medication. Understanding the relationship between how we package medicine, how we’re signaled to take it and how it connects to our lives as an everyday object needs to be considered.\r\n\r\nBrand managers and designers can help bridge the gap and do the heavy lifting that medical providers cannot, so they can instead focus on developing the products that can potentially save our lives. Designers can help make the products more human, easier to use.\r\n\r\n“After all,” Brian says, “a pill not taken helps no one.”\r\n\r\nOriginally published in <a href=\"http://www.thedieline.com/blog/2018/1/15/how-medical-packaging-can-stop-sucking-and-start-saving-more-lives\">The Dieline</a>', 'How Medical Packaging Can Stop Sucking and Start Saving More Lives', '', 'inherit', 'closed', 'closed', '', '2304-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2304, 'http://cbx.cappendev.com/2304-revision-v1', 0, 'revision', '', 0),
(2909, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<strong>The beleaguered electronics retailer wants to get back to its roots: being MacGyver to MacGyvers.</strong>\r\nDuring the Super Bowl, RadioShack aired an ad that kicked off the retailer\'s new \"Do It Together\" marketing campaign. Two zoned-out red shirts stand in an old outlet-mall RadioShack store. The doors bust open. Enter Hulk Hogan, Cliff from Cheers, Mary Lou Retton, Alf, Sargeant Slaughter, and others. They scour the premises for their favorite stuff and carry everything out the door, leaving the red shirts standing alone in the dust. The tagline? \"The \'80s called. They want their store back.\"\r\n\r\n<iframe src=\"//www.youtube.com/embed/n5i91rOlFMY\" height=\"425\" width=\"640\" frameborder=\"0\"></iframe>\r\n\r\nCool ad, but it missed the point. It\'s the Radio Shack of the 2000s, and even the 2010s, that people hate. Some crappy smartphone outlet store replaced the RadioShack many of us knew and loved. Many of us are still nostalgic for the original do-it-yourself store of the \'80s--a place of weird computers, cool robot kits, strange circuit breakers, and random electronic circuitry that taught many of us to love tech. That\'s the store--in spirit, at least--that we want back. And thanks to a team-up with CBX, the same branding firm that reimagined Duane Reade, RadioShack is trying to get back to the roots of what made the company great.\r\n\r\nIn recent years, RadioShack has found itself in serious trouble. In fact, compared to what its stock was worth in July 2007, RadioShack\'s stock has lost more than 95% of its value in just the past seven years. In 2013, RadioShack lost $3.04 per share; the losses causes the once ubiquitous electronics outlet in March to announce the closure of 1,100 stores. And in 2012, the board fired the company\'s CEO as well as replaced most of the senior executive team. The message was clear: RadioShack either needs to find its way in a post-Apple age, or die out for good.\r\n\r\nAs part of an aggressive redesign across its 8,000 retail locations, the electronics retailer is trying to marry the RadioShack of the \'80s--a neighborhood meeting hall for tinkerers, makers, and electronics enthusiasts--with the sophisticated experiential design today\'s consumers have come to expect.\r\n\r\n\"When we started talking to customers to see how to remake RadioShack, what we discovered was whether they loved us or hated us, they still had a lot of passion for the brand,\" says RadioShack chief marketing officer Jennifer Warren. \"For the people who hated it when RadioShack started focusing on smartphones, they still had positive memories of RadioShack from the \'80s as this place where inventors and makers got their start.\"\r\n\r\n<img class=\"alignleft size-full wp-image-7947\" title=\"3029533-inline-new-york-custom-concept-store-interactive-toy-display\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/3029533-inline-new-york-custom-concept-store-interactive-toy-display.jpg\" width=\"640\" height=\"427\" />\r\n\r\nFor its rebranding, RadioShack is trying to get this mojo back. The company is embracing the maker spirit, turning space back over to such gear as 3-D printers and robot sets. In RadioShack\'s new Boston custom concept store, there is meeting space in the back to encourage DIY types to come in and collaborate on projects. And although much of RadioShack\'s floor space still goes to smartphones, the company is trying to do a better job of integrating the phones into the company\'s maker heritage.\r\n\r\n\"It\'s important to realize that mobility has been a part of RadioShack\'s heritage ever since the days of pocket FM radios,\" says Merianne Roth, RadioShack\'s vice president of communications. \"We might not have gotten the balance right in the past, but if you look at how people use smartphones these days, it\'s the thing that connects all these other things in your life. It\'s how makers control all of the cool things that they make. And that\'s something we really want to highlight.\"\r\n\r\nAnother central tenet of the RadioShack redesign is interactivity. In an age of ubiquitous online shopping, people go into physical stores to experience the products they want to buy before actually buying them. The new RadioShack lets customers try out headphones or speakers for themselves and lends a hand with sleek touchscreen displays that let shoppers compare and contrast different models with just a tap.\r\n\r\n<iframe src=\"//www.youtube.com/embed/gNSzTEtBS8I\" height=\"427\" width=\"640\" allowfullscreen=\"\" frameborder=\"0\"></iframe>\r\n\r\nAs part of its rebrand, RadioShack is also trying to more clearly establish the store\'s position as a part of local heritage. In three custom concept stores, the nearly 100-year-old chain incorporates distinctive visual elements of each location--Fort Worth, Manhattan, and Boston--into the in-store aesthetic. Not every store will get this personalized treatment, but in the case of the recently opened Boston custom concept store, the store\'s sleek interactive interior is set in relief by reclaimed wood and hemp rope evocative of the tall clipper ships of Boston Harbor\'s famous waterfront.\r\n\r\nBut, ultimately, the rebrand is about is getting back to a place where makers once more feel comfortable walking into a RadioShack and making their inventions a reality. RadioShack intends to rigorously pursue this initiative as it continues to rebrand its retail stores in 2014.\r\n\r\n\"Historically, RadioShack has been the MacGyver for MacGyvers, the place where makers who know how to do 80 percent of what they want to accomplish go to get the next 20 percent,\" Roth says. \"So that\'s what we\'re trying to get back to. The only difference is that everyone is a MacGyver now, which means we\'ve got to step up our game.\"\r\n\r\nRead more: <a href=\"http://www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8\" target=\"_blank\">www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8</a>', 'How RadioShack Got Its Groove Back', '', 'inherit', 'closed', 'closed', '', '1929-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1929, 'http://cbx.cappendev.com/1929-revision-v1', 0, 'revision', '', 0),
(2910, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nOnce heralded as an innovative strategy to draw in holiday shoppers, the concept of the temporary store, or \"pop-up,\" has quickly become as prevalent as the average corner bodega. Now pop-up stores are more like The Boy Who Cried Wolf: since they appear so often, they\'ve lost their cultural caché and are as expected as any other marketing ploy.\r\n\r\nMaybe this is why my ears perked up when I heard about a new pop-up store at luxury British department store Selfridges? for Marmite. Yup, Marmite: That sticky, dark brown paste made from yeast extract, that Brits either love or hate. The Selfridges shops in London, Birmingham, and Manchester will feature 150 different Marmite-inspired products, in turn elevating the brand from supermarket product to hipster must-have. Now that\'s cool: the perfect mix of high and low.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Marmite-1.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Marmite-1.jpg\" alt=\"\" title=\"Selfridges London Marmite Pop Up Shop, by Design For Retail.\" width=\"640\" height=\"445\" class=\"alignnone size-full wp-image-599\" /></a>\r\n\r\nThe Marmite pop-up store features Love/Hate graphics illustrating the disagreement that divides Great Britain.\r\n\r\nSuch inventiveness got me thinking about other (somewhat maligned) brands that could do something really cool with the pop-up. And who better to benefit during this crazy holiday season than that oft-scorned government agency, The United States Postal Service? The post office is the one place almost everyone has to go during the holidays at least once, so more temporary locations would actually be useful to their customers. Plus, the USPS is an organization that could really employ the pop-up medium for some serious brand realignment -- using a fun, festive space to update their image as a dysfunctional, stodgy, unfriendly destination. So here\'s what we\'re thinking: A USPS \"pop-in.\" To distinguish the stores from the regular USPS, we would call it USPS Holiday Express, to convey its speed and efficiency.\r\n\r\nWe\'d place a USPS Holiday Express in major city hubs like Bryant Park in Manhattan, Millennium Park in Chicago, Union Station in Washington, DC, as well as in prime location in department stores and at major retailers, such as Macy\'s and FAO Schwartz, hence the \"pop-in\" reference. We might also set them up within 24-hour Apple stores.\r\n\r\nFollowing in the footsteps of Black Friday trends (and to beat the mid-day chaos), USPS Holiday Express would be open from 6:00am to 12:00am (to cater to people before and after work).\r\n\r\nA wall of sleek, friendly kiosks, called \"The Eagle\" to represent the speed with which you can mail packages/buy postage, will usher customers in and out of the pop-in store quickly and with little stress. Sleek, oversized drop-off windows will also be featured around the store.\r\n\r\nTo overcome the image of the USPS as a stodgy, outdated agency, we would offer a limited edition holiday stamp collection with artwork by hot contemporary artists, possibly in partnership with a modern art museum. This artwork will be promoted on the flat-screen TVs adorning the pop-in spaces.\r\n\r\nCasually dressed USPS Holiday Express Concierges, similar to Apple Geniuses, will walk around the pop-in store with electronic neck badges that enable them to print/scan postage in seconds. Upbeat, perky and attractive, they will be the complete and utter contradiction of the curmudgeonly postal worker.\r\n\r\nAs part of a possible Apple partnership, we would create a special USPS app that could be used to print labels and postage right from your home computer or from iPads in the store, so all you need to do is drop off your packages at the USPS location.\r\n\r\nFor those doing their mailings in the early morning or later at night, there could be an Indicia Coffee Bar.\r\n\r\nNow, we\'re not saying the USPS Holiday Express is guaranteed to soothe the postal service woes of weary holiday shoppers needing to send a fruitcake to Aunt Nan in Nevada. But they certainly couldn\'t hurt, and they would unquestionably raise the cool quotient -- at least temporarily -- of a government agency desperately in need of a makeover. And with any luck, the shops might just get other businesses to think \"out-of-the-box\" (deliberate mail reference) about ways that they can freshen up the pop-up, too.\r\n\r\n<a href=\"http://www.fastcodesign.com/1662902/how-the-usps-can-rebrand-itself-clever-pop-up-shops\" target=\"_blank\">http://www.fastcodesign.com/1662902/how-the-usps-can-rebrand-itself-clever-pop-up-shops\r\n</a>', 'How the USPS Can Rebrand Itself: Clever Pop Up Shops', '', 'inherit', 'closed', 'closed', '', '1560-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1560, 'http://cbx.cappendev.com/1560-revision-v1', 0, 'revision', '', 0),
(2911, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1-150x150.jpg\" alt=\"\" title=\"Todd_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1074\" /></a>By Todd Maute:\r\nA private label brand portfolio can be one of a retailer’s most powerful marketing tools, helping to keep its merchandise mix fresh and relevant in a rapidly changing marketplace. When the brand portfolio is properly aligned with the store experience and other marketing messages, it also helps foster a clear brand positioning in the minds of consumers. By creating private label as a marketing tool rather than just a price alternative, retailers gain the opportunity to tell a complete brand story while simultaneously boosting customer loyalty.\r\n\r\nSuccessfully achieving this objective requires a retailer to understand who its customers are and when, why and how they shop. They need to study the market and the competition intimately and to develop a strategy that targets key customers while at the same time drawing in new ones. Retailers that can execute flawlessly will be in a good position to leverage private label as a tool to build their desired brand image.\r\n\r\nPerhaps no retailer in recent memory has executed on a private label brand strategy as successfully as Duane Reade, the venerable New York City drug store chain that was subsequently acquired by Walgreen Co.\r\n\r\nDuane Reade launched an extensive research effort to help it better understand its customers and market, and it used those findings to determine key areas of focus. The insight led to a strategy that focused on convenience, beauty and health, with an overall mantra of “New York Living Made Easy.” Critical components of the chain’s rebranding effort included a radical redesign of its stores and the focused development of a clear private label portfolio that addresses key learnings from the consumer research initiative. Marketing efforts then were targeted on what that research identified as being most important to New Yorkers.\r\n\r\nThe retail design strategy was focused on creating a new image for Duane Reade that would appeal to demanding New Yorkers. At the same time, the private brand strategy focused on leveraging the chain’s New York heritage and its hometown consumers’ desire for unique products coupled with everyday value. Duane Reade drove the business by integrating product development and great design, followed by outstanding merchandising at store level.\r\n\r\nOn the beauty front, it decided to leverage that it was in a market with intelligent, trendy, forward-thinking consumers. Rather than trying to compete with price-driven retailers, Duane Reade made beauty a key platform, using unique brands and private label beauty products to drive traffic, boost margins and differentiate it from competitors. It also saw an opportunity to grab some share from up-market channels such as department stores and specialty cosmetics shops.\r\n\r\nIts health and wellness strategy was built around revamping the pharmacy, and the convenience component sought to take advantage of New Yorkers’ fast-paced, time-sensitive needs. The convenience factor was addressed through the development of unique and differentiated food products as well as items that offered New Yorkers great value in key categories.\r\n\r\nOur firm helped Duane Reade create a multiple brand strategy, starting with deLish, an upscale line of food products that were unique and different from the competition, all wrapped in a New York-style design. We redesigned the DR O-T-C brand to fit nicely into the clean and contemporary stores. The chain also had a cosmetics utensils line called Apt. 5 that lacked relevance in the new strategy, so we changed that brand to cover a line of household items, cleaners, mops and other essentials New York City apartment dwellers need. Finally, Duane Reade knew that even affluent customers are price-conscious, so we created an unnamed value-driven brand featuring New York City landmarks such as the Statue of Liberty, Brooklyn Bridge and the city’s subway system. The goal was to support the chain’s New York focus and to appeal to loyal New Yorkers.\r\n\r\nThe private label program was an integral part of a broader go-to-market strategy that included revamping its loyalty program, launching a new marketing campaign and delivering unique events at store level.\r\n\r\nSince the overarching strategic element differentiating Duane Reade from its competitors was its intrinsic “New York-ness,” that became a unifying theme in everything from package design and graphics to in-store signage. Everything worked together to endorse the idea of “New York Living Made Easy.”\r\n\r\nIn developing a private label expression that aligned precisely with its retail brand strategy, and desired image with New York customers, Duane Reade now offers New Yorkers a shopping and product experience that is 100 percent unique to them -- quite the aligned strategy!</p>\r\n\r\n<a href=\"http://www.storebrandsdecisions.com/news/2011/08/16/how-to-develop-a-private-label-expression-aligned-with-retail-brand-strategy\" target=\"_blank\">http://www.storebrandsdecisions.com/news/2011/08/16/how-to-develop-a-private-label-expression-aligned-with-retail-brand-strategy\r\n</a>', 'How to Develop a Private Label Expression Aligned with Retail Brand Strategy', '', 'inherit', 'closed', 'closed', '', '1548-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1548, 'http://cbx.cappendev.com/1548-revision-v1', 0, 'revision', '', 0),
(2912, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nUh-oh, could it be bad news for national brands? It looks like more and more retail stores are finally beginning to “get it.”\r\n\r\nRetailers are increasingly starting to work like independent national brands, not just real estate agents who sell other people’s brands. Nowadays, to retain customer loyalty, stores cannot simply offer low prices. They have to provide better products, better service, and a better experience—in other words, build themselves as a brand and act like a marketer. In doing so, they are focusing on the consumer by making the shopping experience easier, more engaging, and ultimately, more enjoyable.\r\n\r\nAs stores become more powerful marketing tools, the role of package design has become essential to success. National brands must learn to tell their own story within the new “store-as-brand” paradigm, in which retailers are branding their own store displays and beginning to leave national brands out of the mix.\r\n\r\nRemember when store brands were found in generic-looking packages? At some point, there was a shift, and store brands started designing packaging to be category-specific to “knock off” the design of the leading national brand that competed against them. Today, the trend is for stores to build their brand by creating one identity system and using it across all packaging throughout the store. On one hand, it helps create a consistent look for the brand. On the other hand, it also can dilute the brand image.\r\n\r\nAs a result, there is plenty of opportunity for national brands to compete effectively against this surge of private-label brands. One key is providing a meaningful point of difference that elevates the value of the national brand in the consumer’s mind. Meaningful brands deliver value beyond products that compete largely in terms of lower price.\r\n\r\nSafeway and Procter & Gamble reflect two different approaches to creating value for shoppers. Safeway’s Eating Right brand leverages packaging color and graphics to deliver a single message—good for you. It does so across the brand’s multiple product lines. But national brands have the wherewithal to use packaging to establish category leadership.\r\n\r\n<strong>Cozying up to consumers</strong>\r\nProcter & Gamble, for one, looks to establish a deeper relationship with its consumers. Instead of using the same branding and graphic approach for Tide, Herbal Essences, Febreze, and Charmin, P&G has created unique identities for each brand. The packaging communicates P&G’s expertise within each product category.\r\n\r\nThe notion of a meaningful difference also extends to the package structure. This is one area where national brands should look for differentiation, because private-label brands often can’t shoulder the costs of more inventive package structures.\r\n\r\nBrand owners should ask themselves three questions when considering differentiating through structure. First, how can I use shape and materials to provide aisle disruption in my category? Second, what are the packaging gaps that offer unmet consumer needs in my category? And third, how can I use structure to create an attention-getting package that drives impulse sales?\r\n\r\nOther national brands provide a meaningful difference to their private-label counterparts as well, and we will examine those later. First, let’s take a trip around the store to see how retailers are re-creating themselves as a brand.\r\nJust as Starbuck’s changed the coffee culture, specialty retailers like Whole Foods and Trader Joe’s have gotten closer to the consumer and created a devoted following.\r\n\r\nA unique positioning and “personality” is key for retailers in creating a powerful brand. Trader Joe’s makes its stores more approachable by creating a voice that is quirky, fun, and engaging. The company has a unique story, and it is reflected in everything from product selection to the stores’ distinctive chalkboards and signage. Even the employee uniforms (Hawaiian shirts) are memorable.\r\n\r\nWhole Foods is also very disciplined in its philosophy and brand strategy, from its in-store communication to its all-natural products. The brand, emphasizing health and wellness, has been instrumental in taking organic products mainstream.\r\n\r\n<strong>Light illuminates the picture</strong>\r\n\r\nThe design and layout of a store is critical to a retailer’s success. Lighting, color, texture, and graphic materials contribute to creating a cohesive brand. Pathmark’s recently redesigned supermarkets are a prime example.\r\nCustomers entering the Pathmark store in Edgewater, NJ, immediately notice a new Produce Market featuring freestanding wood fixtures, specialty lighting, and a richly toned, warm color palette from floor to ceiling. Adjustable track lighting animates the fresh produce that surrounds the department and makes the products seemingly jump off the displays.\r\n\r\nFurther enhancing the produce department is signage containing eye-catching photography of fresh fruits and vegetables, combined with phrases such as “Just Picked,” “Farm Fresh,” and “Vine Ripened.” These claims reinforce Pathmark’s “Go Fresh, Go Local” positioning. That theme is reflected throughout the store.\r\n\r\nTogether, these merchandising and design elements are intended to project a sense of authenticity by reinforcing Pathmark’s connection to the New York tri-state area, where the company operates the majority of its stores. For example, the deli has been branded “The Original 59th Street Delicatessen” and the bakery is called “Chelsea Bakers.” Both are reminiscent of old-style New York shops. Likewise, stainless accents and bleached wood panels give “Chesapeake Seafood” a svelte, clean veneer, suggesting a fresh catch from local shores. The goal is to drive home a sense of the familiar while communicating the idea that Pathmark—a genuine homegrown retailer—is the place for local specialties.\r\n\r\nSome supermarkets provide layout innovations to help differentiate their stores and create a more streamlined look. Their ergonomically oriented layouts make stores more customer-friendly. “Convenience-store” formats provide a store-within-a-store area that enables shoppers to pick up a few items without having to explore all the aisles. In addition, many stores use engaging in-line features and interactive point-of-purchase displays. Both of these aids help communicate brand messages and make shopping more fun and interesting.\r\n\r\n<strong>The maturity of private-label brands</strong>\r\n\r\nThe Store as Brand concept is extending into retailers’ own packaged goods. Retailers’ increasingly sophisticated packaging strategies include more robust use of color and photography to appeal to the senses. These tactics are encouraging consumers to take a closer look at private-label brands.\r\n\r\nThe private-label concept began as a cheaper alternative to national brands. It was positioned to the right of national brands and was 20% less expensive. But during the past several years, enormous improvements in package design and materials, product quality, and consumer segmentation have changed the playing field. Subsequently, smart private-label strategies have allowed supermarkets to compete with the Whole Foods and Trader Joe’s of the world. Today, private-label brands are receiving more prominent shelf space than ever inside the store, as retailers understand the importance of their own products in making their stores shopper destinations.\r\n\r\nThe ultimate litmus test of a private-label brand is whether it can stand on its own. Safeway, for example, changed its product mix, added variety, and built huge, successful private-label lines. Both Safeway’s “O” organics line (designed to compete with Whole Foods), and its “better-for-you” brand, Eating Right, will be sold at competing grocery chains this fall. Eating Right leverages an uncluttered package design, making the product name an art element, positioned prominently in a green square on the label of each product. This single message on each package, suggesting a healthful product, transcends many product categories. National brands typically can’t match such broad exposure around the store.\r\n\r\nEach of these in-store branding tactics—layout, point-of-purchase displays, and private-label packaging—has become profoundly more sophisticated. For national brands to survive in this environment, their packaging will have to create a meaningful point of difference and also provide visual disruption in the store aisle.\r\n\r\nWho is doing it well? Take a look at recent developments in packaging for StarKist and Splenda.\r\n\r\nIn response to consumer needs, StarKist introduced tuna in a distinctive package for the category—a retort pouch shelved amid a sea of stacked tuna cans. StarKist’s structural evolution provides several benefits for the consumer. The retort pouches are easy to open, portable, and eliminate the mess associated with draining liquid from a can.\r\n\r\nBeyond addressing multiple consumer needs, the package structure creates more “real estate” for staging and building the brand. Graphics that appeared very small on a can are much larger across the label area of a pouch.\r\n\r\n<strong>Splendid Splenda packs</strong>\r\n\r\nIn the sweetener aisle, Splenda recently introduced a line of “minis”—small dissolving tablets—in a portable dispenser that hangs from a shelf peg. This product form and its packaging differentiate Splenda from other sweeteners and visually set it apart. As a result, consumers can find the product more easily, encouraging impulse purchases.\r\nBy funding their R & D and marketing efforts, national brands can embark on package redesigns and product innovations that are the direct result of category, consumer, and market changes. These strategic initiatives will allow national brands to continue to survive and thrive in the ever-changing retail environment.\r\n\r\nWhen all is said and done, the burgeoning Store as Brand philosophy can be a win-win for both retailers and national brands. Consumers will always seek out stores where shopping is easier and they’re confident of finding superior products and value. Retailers’ long-term profitability will be linked to providing quality brands and satisfying shopping experiences. As long as national brands and retailers continue to develop these partnerships, each will find loyal customers and reap bottom-line rewards.</p>\r\n\r\n<a href=\"http://www.packworld.com/package-type/bagspouches/how-succeed-new-store-brand-world\" target=\"_blank\">http://www.packworld.com/package-type/bagspouches/how-succeed-new-store-brand-world</a>', 'How to succeed in the new \'Store-as-Brand\' world', '', 'inherit', 'closed', 'closed', '', '1574-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1574, 'http://cbx.cappendev.com/1574-revision-v1', 0, 'revision', '', 0),
(2913, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Nancy Brown\r\nThere are brands that have lived in our hearts for decades, which we have stocked in our pantries and come to depend on year after year. Marketers call these heritage, or classic, brands. They’re the ones loyalists will continue to buy no matter what. Or, will they?\r\n\r\nWith more competition in virtually every category in the store and the elevation of private label to private brand status, some of these classic brands need to re-examine their recipes for success. By doing so, they will stay relevant with their loyal consumers while demonstrating a reason to be considered by newcomers.\r\n\r\nSome truly iconic companies — such as Hamburger Helper and Ritz — have kept their brands fresh and remained favorites with consumers. How? By applying one or more of the following four fundamental strategies: maintaining relevance, leveraging their equities, differentiating themselves from their competitors, and innovating.\r\n\r\n<strong>MAINTAIN RELEVANCE</strong>\r\n\r\nIn today’s ever-changing world, there are many different ways of learning about and purchasing products. Additionally, today’s consumer behavior is increasingly influenced by time-management pressures, changing taste preferences and nutritional concerns such as organic, gluten-free, local grown, etc., etc., etc. To stay relevant under these conditions, even trusted and familiar brands must adapt. They can do so via product reformulations, line extensions, new usage occasions, repositioning or simply updating their brand presentations.\r\n\r\nHamburger Helper provides a good example. The brand was launched when “convenience” was a new concept, and Hamburger Helper became shorthand for quick and easy meals consumers had a hand in preparing. In recent years, however, the brand has faced significant competition from a wide range of new meal solution products. To keep its core consumers and attract new ones, Hamburger Helper went on the offensive. With all of this new competition, it needed to reclaim its territory. For starters, the packaging was dramatically redesigned, including a significant rebranding. “Helper” was enlarged to reinforce the convenience aspect, and the helping hand character — an iconic representation of the brand proposition — was given significantly more prominence. New product introductions like single-serve microwave cups, Helper Complete Meals (which include the protein) and whole grain varieties address consumers’ evolving tastes while still “helping” get dinner on the table.\r\n\r\nOrganic Valley, founded in 1988 (a “classic” as far as organic products go), has become a leader in the production of organic milk products. But in the age of organic everything (so much so that the claim has become a bit untrustworthy and vague), Organic Valley needed to do something to define itself in terms that really meant something to consumers. For the 2013 redesign of the brand’s milk cartons, the entire back panel is devoted to a statement — in an oversized font — about the product’s origin: “We Give Our Animals the Greenest Pastures and They Give You Delicious and Nutritious Milk.” A paragraph speaks to the way the cows are raised, sent out into “lush, organic pastures for fresh air, exercise and grazing,” and another panel describes what the cows eat (and don’t eat) and the vitamins found in the milk. To be a leader in this category, Organic Valley knows it has to give customers the proof they need to believe the brand proposition.\r\n\r\n<strong>EMBRACE YOUR EQUITIES</strong>\r\n\r\nThe idea of capitalizing on one’s equities — the design elements consumers associate with your brand — seems rather obvious. But, in fact, it’s not always so easy to determine which elements should be retained, which need enhancement, and which ones are actually detrimental and should be abandoned — even if they’ve been around for a long time.\r\n\r\nKraft Macaroni &amp; Cheese was always known as “the blue box.” This is great in terms of having strong associations but is limited in terms of being distinctive; any private label maker of macaroni and cheese could make its box blue and thereby ride on Kraft’s coattails. So, Kraft did something about it. First, the brand updated the specific treatment of blue it was using. Then, it created an iconic expression of its brand proposition by instituting a new brand equity element — the elbow macaroni smile — and incorporating it into its brandmark. The move was brilliant, and consumers responded enthusiastically.\r\n\r\nM&amp;M’S is another iconic brand that re-examined what had made it so successful. The brand had been playing up its colorful candy characters for years, but to its surprise, a strong consumer finding in equity research was that people experience a warm sense of nostalgia when they hear M&amp;M’S being poured into a bowl. A-ha! Why not combine the bowl and the candy? The redesigned packaging did just that, by showcasing the characters having fun in various bowl scenarios that highlighted the candy variety and seasonal occasions.\r\n\r\n<strong>DIFFERENTIATE FROM COMPETITION</strong>\r\n\r\nConsumers today have more choices than ever before, and most brands’ competitive sets have changed dramatically over the years. As a result, it is more important than ever to stand out on shelf and provide a compelling reason for consumers to consider your brand as a viable choice. It is crucial to understand how you can stand apart from your competitors while still being appropriate in the category.\r\n\r\nKotex was a brand that had basically disappeared in the feminine hygiene aisle. With a quiet design that was consistent with the category norms of pastel colors and floral designs, there was nothing that made a customer stop in her tracks and choose Kotex over the competition. That was, until the day when a sassy black box showed up on shelf and made everyone take notice. By introducing all-black packaging, bold type and a new name that spoke to the current generation of millennial girls, we helped U by Kotex* revolutionize the category and usher in a whole new era for feminine care products.\r\n\r\nAnother brand that shook up its category in a big way was Splenda. For many years, users of artificial sweeteners knew to “look for the pink packet,” which was how Sweet’N Low was known. When Equal — a different type of artificial sweetener — was introduced, it easily differentiated itself by using a blue package. Then came Splenda, a sweetener that was closer to real sugar in format and whose taste consumers overwhelmingly preferred. In order to stand out on shelves among the well-established pink and blue offerings, Splenda needed its own strong visual presence and chose the color yellow to make its stand. It was a prophetic choice. The brand not only stood out on shelf, but its distinctive yellow packets were easily recognized on restaurant tables and quickly found in the bottoms of large purses. And the yellow brand soon shot past pink and blue to overtake the category.\r\n\r\n<strong>REMEMBER TO INNOVATE</strong>\r\n\r\nInnovation can mean adding a new flavor, changing form, delivering new functionality — or it can simply mean thinking of something that nobody has thought of before.\r\n\r\nRitz, America’s favorite cracker, has successfully innovated through form and function. Faced with a plethora of competition in the snack food aisle, the product has changed form through Ritz Bits, Crackerfuls (sandwiches with cheese, peanut butter or chocolate in their centers) and Toasted Chips in flavors like Sweet Home Sour Cream &amp; Onion and Western Ridge Peppercorn Ranch. But the brand hasn’t stopped there. Ritz looked at the way consumers used and consumed its products and introduced Fresh Stacks, smaller rolls of the crackers that can be easily packed in lunchboxes or thrown into mom’s bag for car trips.\r\n\r\nGerber, the longtime leader in baby food, has innovated to meet consumer demands for organic foods with a line of organic products, as well as new product forms. Its growing organic line includes everything from cereals to snacks to meal options.\r\n\r\nResponding to consumers’ desire for portability, the company now provides baby food offerings in a pouch format that is demonstrably distinctive from the mainstay glass jars.\r\n\r\nAnd going beyond food for infants, Gerber provides products for all phases of a child’s life: Birth, Supported Sitter, Sitter, Crawler, Toddler and Toddler 2+. By looking at changes in the category and thinking about busy parents’ lives, Gerber is now trusted by a whole new generation of parents who want to feed their babies and children the very best food possible.\r\n\r\nA deep-seated brand in the laundry detergent aisle, Tide has innovated by combining Downy fabric softeners and Febreze odor remover into its mainstay detergent product. Additionally, the brand has created convenient new forms such as pods (no measuring required) and Tide to Go stain sticks, where the Tide product is in a handy pen form that can be used for quick touchups anywhere, anytime.\r\n\r\nThe brands cited here have all learned that being a “classic” doesn’t have to mean you are stodgy, boring or outdated. By staying in step with current trends, remembering what made you so special in the first place, keeping an eye on the competition, and investing in innovation, you can ensure that your brand ages not only gracefully but also profitably as well.\r\n\r\nRead More:<a href=\"http://www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brandhttp://\" target=\"_blank\">www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brand</a>', 'How to: Contemporize a Classic Brand', '', 'inherit', 'closed', 'closed', '', '1953-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1953, 'http://cbx.cappendev.com/1953-revision-v1', 0, 'revision', '', 0);
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(2914, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<strong>The story behind the iconic shape that came to symbolize the c-store chain\'s brand promise</strong>\r\nThe angled, wing-shaped canopy that covers Wawa’s fuel islands is as powerful a branding tool as the price sign—if not more so. How it came to be an iconic element of the chain’s sites is a story about how design can elevate a brand.\r\n\r\nIn the mid-1990s, the Wawa, Pa.-based chain was looking to enter the gasoline business and wanted to make a statement with its fuel island. Mariellyn Zeock served as Wawa’s manager of architectural design at the time. She had never designed a fuel canopy before but was tasked with coming up with design ideas for that first fuel site in Millsboro, Del. So she drove around the area to look at local examples.\r\n\r\n“I noticed that they were all the same—all really heavy on top,” Zeock, now retired, told CSP Fuels. “What if we just made it lighter, thinner and exposed the structure?”\r\n\r\nThe architectural team—which included Zeock and the late Jim Dodrill—got the go-ahead to pursue the idea from Peter Gilligan, then director of construction and engineering (and the recently retired vice president of real estate for Wawa). Dodrill worked with lighting designer Kristin Keilt to mock up a preliminary model of the canopy.\r\n\r\n“Jim and I had a very synergistic relationship,” Keilt told CSP Fuels. “He would not just design the form and hand it off to me to light it—we would have the key conversations, and ask the right questions.”\r\n\r\nDodrill and Keilt wanted to design the canopy around people, so they visited competitors’ sites at night to get a feel for the market norm.\r\n\r\n“Everyone seemed to be creating canopies that were a glare source—a high level of glare and a high light output,” said Keilt, who today oversees lighting design for Lowe’s Cos. Inc., Mooresville, N.C. “It started to become a gas-station war on brightness. What that tended to do to the entire site was disable somebody from comfortably pulling in at night to a gas station.”\r\n\r\nThe team’s aim was to design a canopy that welcomed customers. They used layers of vertical light and lowered the light and wattage levels typical for the time. (The lighting scheme was so unobtrusive it won a “Good Neighbor” award from a dark-sky association.)\r\n\r\n“That’s something that was really disruptive at that time in the industry, where everyone was racing to the brightest light,” said Keilt. “And we were really doing the opposite.”\r\n\r\nThe team also played with the placement of the canopy of itself. Dodrill designed the fixture to tip at an angle, so that lighting was reflected on the c-store rather than the customers below.\r\n\r\n“We were doing a lot of cardboard, wood mockups, shining light on it; we were really playing in that space in thinking about the human condition there,” said Keilt.\r\n\r\nThey also gave the canopy a split wing shape. Norman Turiano, principle of Turiano Strategic Consulting, Cape Coral, Fla., and fuel pricing manager for Wawa at that time, said the canopy was meant to not only evoke the wings of Wawa’s goose icon, but also to highlight the chain’s foodservice-focused c-store. “There was a fear going into fuel that a forecourt with 16 pumps would block it,” Turiano told CSP Fuels.\r\n\r\n<strong>Making the Sell</strong>\r\n\r\nBecause of the design’s uniqueness, the team knew it needed to help Wawa executives better visualize the experience. So they created a video rendering that placed the viewer at car level and moved them through the site.\r\n\r\n“We knew we needed to really expand that visualization for them to get the concept won,” said Keilt. “It was not [out of] ego that we designed it; it was really for those customers that we wanted to create a wonderful environment.”\r\n\r\nThis effort was especially critical because that first prototype was at least three times more expensive than a standard canopy, which created some pushback from the chain’s budget watchers, said Zeock. But the design had a powerful fan: Dick Wood, then CEO and today chairman of the board.\r\n\r\n“Dick Wood wanted it, and Dick gets what he wants,” said Turiano. Wood was willing to invest money if it enhanced the Wawa brand image. The winged canopy did just that.\r\n\r\nThat’s not to say the iconic design remained a permanent fixture of Wawa sites. There was a brief period during the recession when Wawa retired the winged canopy for a standard, rectangular model as money got tight and the desire to build more stores pressured construction budgets, said Turiano.\r\n\r\nBut after about a dozen locations with an “out-of-the-box” canopy, Wawa returned to the angled design. This was partly at the urging of its design firm, New York-based CBX. It was also partly because of the timing: The retailer, which today has more than 700 stores, was about to make a big push into Florida.\r\n\r\nWawa and CBX have updated and tweaked the canopy’s design over the years, but 20 years later, it still retains its original, unique shape. This is a testament to its timeliness and fit.\r\n\r\n“We had a very distinct visual language that supported the brand, and [Wawa was] a different competitor in the market, and they stood apart,” said Keilt. “All of those architectural elements together combined in a holistic way to really amplify their brand messaging.”\r\n\r\n“I wish Jim were still around to see they went back to the canopy,” said Zeock of Jim Dodrill, who died in 2010. “It was a group effort.”\r\n\r\nOriginally published by <a href=\"http://www.cspdailynews.com/fuels-news-prices-analysis/fuels-analysis/articles/how-wawa-s-canopy-took-wing\" target=\"_blank\">CSP</a>', 'How Wawa’s Canopy Took Wing', '', 'inherit', 'closed', 'closed', '', '2287-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2287, 'http://cbx.cappendev.com/2287-revision-v1', 0, 'revision', '', 0),
(2915, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<strong>MOL Group has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX. </strong>\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\nJoseph 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. To aid the company in developing a true convenience retail assortment, CBX analyzed MOL’s sales data to determine the optimal core offering.\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.”\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\nMOL operates a fuel retail network of more than 1,900 sites in 11 countries across central and southeastern Europe.\r\n\r\nEditors Note:\r\n\r\nCBX feature in the forthcoming PetrolWorld Magazine with a special feature article entitled “New Era Retail”. <a href=\"www.Petrolworld.net\" target=\"_blank\">www.Petrolworld.net</a>\r\n\r\nThe full story of the new Fresh Corner c-store created by CBX for MOL will appear in the forthcoming Cstore Executive Magazine online. <a href=\"www.Cstoreworld.com\" target=\"_blank\">www.Cstoreworld.com</a>\r\n\r\n&nbsp;\r\n\r\nOriginally published in <a href=\"http://www.petrolworld.com/europe/item/23507-hungary-fresh-start-for-mol-convenience-retail\" target=\"_blank\">Petrol World</a>.', 'Hungary: Fresh Start For MOL Convenience Retail', '', 'inherit', 'closed', 'closed', '', '2135-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2135, 'http://cbx.cappendev.com/2135-revision-v1', 0, 'revision', '', 0),
(2916, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<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', '', 'inherit', 'closed', 'closed', '', '2132-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2132, 'http://cbx.cappendev.com/2132-revision-v1', 0, 'revision', '', 0),
(2917, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Philabundance recently opened the nation\'s first non-profit grocery store, Fare &amp; Square.Located in Chester, Pa., a metro-Philadelphia area food desert, the 16,000-sq.-ft. store offers nutritious food at low prices, marking the city\'s first grocery store in more than a decade.\r\n\r\nPhilabudance enlisted New York-based brand agency and retail design consultancy CBX to create an environment that would \"reflect the hopeful and respectful nature ofPhilabundance\'s goal to serve Chester residents through a store that could look at home in any community,\" says Joseph Bona, president of branded environments for CBX.\r\n\r\nThe colorful Fare &amp; Square logo was the design team\'s inspiration for the overall color palette of bright green, purple, yellow and orange, which is complemented by light wood and stainless steel elements. \"The palette is designed to make Fare &amp; Square an energizing and inspiring, but comfortable, place to shop and congregate,\" Bona says.\r\n\r\nThe store\'s design elements are consistent with for-profit stores, including hanging aisle-marker signage, end-cap displays, vinyl flooring, large displays of produce on tilt -style tables and pendant lighting. Additionally, dairy, deli, fresh meat and seafood fill the perimeter of the store. There also are local touches, such as a one-of-kind mural demonstrating the spirit of Chester. \"We designed a neighborhood store that\'s clean, well-lit, functional, convenient and friendly, but it\'s also a place that the community can call their own, instilling a sense of optimism, pride and connection,\" Bona says.\r\n\r\nPhilabundance hopes to roll out this model in other communities in the Delaware Valley region.\r\n\r\nSources: design:retail, March 2014', 'Hunger-Relief Organization', '', 'inherit', 'closed', 'closed', '', '1944-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1944, 'http://cbx.cappendev.com/1944-revision-v1', 0, 'revision', '', 0),
(2918, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Rick Barrack\nYou can learn about branding and brand loyalty from the unlikeliest places.\n\nTake “The Newlywed Game.” (Bet you didn’t see that one coming – but I did say \'unlikeliEST\'!) Specifically the original version that premiered in 1966, with the eternally young Bob Eubanks as host.\n\nI happened to catch a re-run of it on the Game Show Network recently, and for those of you who aren’t familiar with the show, the premise is as simple as it is effective: recently married couples are split apart in two rooms and asked questions to determine how well they know their spouse. They are then each put in front of a live studio audience and asked to guess their spouse’s answers.\n \nHilarity, as well as full-on yelling matches and actual divorces, ensues.\nIt’s not only terrific entertainment, but a show that contains some fascinating things that the astute observer can pick up on and still relate to today. Namely, how HARD it is to remember little details about your spouse! Especially in the hyper-branded world we live in.\n \nFor example, my wife is working out five days a week now—she’s an absolute machine, and the results are simply phenomenal, Olympian even. If she were to come home one day and say, “Rick, I think I can do a little better than this,” I would absolutely pack my bags and go. She looks that good.\n \nBut do I even know what model sneakers she wears to the gym?\nWhat her favorite soap is?\nWhat her preferred choice of deodorant is?\nWhich fragrance she’s currently wearing?\nWhat her favorite Snapple flavor is?\nWhich brand of toothbrush she uses?\nWhat her favorite clothing brand is?\n \nAnd how long has she been using those specific brands and products? Has she always used them? I don’t really know. And yes, we’ve been married twelve years.\n \nCome to think of it, I have no idea what my kids’ top brands are right now. And I buy most of them! \n \nAs designers, we have access to acres upon acres of macro-information, quantitative and qualitative research, trends reports, competitive analyses and psychographics, but do we even know which brands the people closest to us are loyal to and why?\n\nNot to say that I know NOTHING about the brands my wife uses. Indeed, I DID notice recently that she had started using a new health and beauty brand.  Now, truth be told, I only knew this because I oversaw the redesign of the package. But I still thought, with a smile: “Cool, sleek, breakthrough modern packaging wrapped around high performance and efficacy. Nicely done, Rick. Nicely done, indeed.” However, she soon went to another brand. (Was it the one she’d been using all along?) Should I have been a little offended? Why, yes!\n \nOr actually, no, as I’m not exactly the target market for the product. But it goes to show that even though her husband, her partner in life and love and laughter, oversaw the redesign of the package, for whatever reason it didn’t fit her needs. In other words, she made the leap of faith, landed, gave it a shot and turned right back around.\n \nThat package design can play a crucial role in influencing consumer purchasing decisions is undeniable, but as my own anecdote shows, refreshing or reinventing a brand’s visual language is no guarantee of loyalty. Certainly it’ll get someone to try a product, but there are myriad other factors (price, performance, culture, availability, etc.) involved in making that relationship work. Not unlike a marriage, if you think about it. \n \nWhich got me thinking. . . if brand loyalty can be compared to marriage. . . wouldn’t it be great to see a spin-off of that 60s TV show called “The Brand Newlywed Game”? A show where designers are paired up with consumers and asked to guess each other’s answers to brand questions? I’m not sure what would ensue, but it would be riveting TV.\n<a href=\" http://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5\" target=\"_blank\">\nhttp://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5</a>\n', 'I Brand, Take Thee...', '', 'inherit', 'closed', 'closed', '', '1817-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1817, 'http://cbx.cappendev.com/1817-revision-v1', 0, 'revision', '', 0),
(2919, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Generation Z, the generation after millennials, is the first generation that has truly grown up in a purely technology-driven world.\r\nAccordingly, Gen Z — more so than any other generation — is primed to respond strongly to technology offerings. Tech is an important tool to gain and keep these consumers.\r\n\r\nConvenience store retailers must remember \"this generation, even more so than millennials, has only known a mobile world,\" noted David Brewis, chief marketing officer at New York-based Amplience, a provider of ecommerce retail solutions.\r\n\r\n\"While it’s no secret that traditional brick-and-mortar retailers are being pushed to embrace omnichannel models, they’re now going to have to capture this new generation of shoppers on mobile first,\" he explained.\r\n\r\nGeneration Z — made up of those born from the mid-1990s to the early 2000s — currently accounts for 25 percent of the U.S. population, making it a larger cohort than baby boomers or millennials. Ranging in age from pre-tween to 21, they already claim more than $40 billion in buying power and are predicted to be the driving force of the consumer world by 2020.\r\n\r\nIf retailers want to connect with Gen Z shoppers, they need to \"meet them where they’re at and create an engaging experience connecting physical and digital realms — namely, through the smartphones these consumers already carry with them,\" said Davor Sutija, CEO of Thinfilm, a NFC mobile marketing solutions provider.\r\n\r\nGen Z shoppers are becoming the trendsetters and tastemakers in society.\r\n\"They’re increasingly looking for more interactive and personalized ways to shop, with online platforms like search engines, social media and ecommerce marketplaces changing the game for these digitally-savvy consumers and the retail world at-large,\" Sutija said.\r\n\r\n<strong>ALL ABOUT SOCIAL MEDIA</strong>\r\nGen Z is \"all about social media,\" according to Todd Maute, partner at New York-based brand agency CBX. He recommends c-stores put their brand out there in a way that is both meaningful and emotional to get Gen Z to respond. Working with \"influencers\" can be a part of the strategy.\r\n\r\n\"In particular, video gamers’ fast-paced lifestyles dovetail very well with the offerings of c-stores,\" Maute told Convenience Store News. \"Pro-gamers reach massive online audiences: L.A.-based gamer and YouTube star Mark Fischbach, for example, reportedly made more than $12 million last year. He now has more than 21 million subscribers. The right influencer collaborations certainly can bolster a c-store brand’s resonance with Gen Z.\"\r\n\r\nMarketing expert Angie Read agrees that the best way to capture this generation is to feature a social media influencer who is \"their age, music and humor.\"\r\n\r\nRead is the co-author of Marketing to Gen Z: The Rule for Reaching This Vast — and Very Different — Generation of Influencers, a recently released report from FutureCast.\r\n\r\n\"Gen Z doesn’t watch television like older generations, so don’t waste advertising budgets on traditional TV ads,\" Read said. \"They do, however, voraciously consume digital media and, while they skip traditional ads at nearly all cost, they will sit through ads they find entertaining. They have a short attention span — 8 seconds or less.\"\r\n\r\nOriginally published by <a href=\"https://csnews.com/if-youre-looking-attract-gen-z-technology-way\" target=\"_blank\" rel=\"noopener\">Convenience Store News</a>', 'If You\'re Looking to Attract Gen Z, Technology Is the Way', '', 'inherit', 'closed', 'closed', '', '2309-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2309, 'http://cbx.cappendev.com/2309-revision-v1', 0, 'revision', '', 0),
(2920, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Ever talk to someone who shops at Lululemon? It’s simply not normal how emphatically the brand’s customers -- my wife included -- talk about their leggings (even if they are sheer in all the right places). The Lululemon brand connection is forged on something more than yoga clothing and gear -- it is forged on a lifestyle of health and well-being that makes shoppers feel that they are part of the “tribe.” In fact, Lululemon employs “ambassadors” -- really just adoring fans -- to spread the word about the brand in cities around the U.S. and Canada.\nLululemon knows one important fact about branding today: In order to resonate with consumers, you cannot simply offer products and services. You need to offer a way of life -- an emotional bond that connects one shopper to the next and makes them want to return, again and again. Here are some pointers for brands looking to create a tribe through a total experience.\n</br>\n<strong>Let your tribe connect with each other</strong>\nSeveral fairly recent online communities, including Etsy, Pinterest and Airbnb, are giving their users online spaces where they can connect with like-minded individuals. Etsy calls itself “more than a marketplace: we\'re a community of artists, creators, collectors, thinkers and doers.” Airbnb calls itself “a community marketplace for unique spaces,” while Pinterest puts all the power in users’ hands: “Pinterest is a tool for collecting and organizing things you love.” Users of these sites go to them knowing they will find people with similar tastes to their own, which perhaps grants them permission to spend time there -- and spend time they do, making Pinterest one of the fastest-growing social networks out there right now.\n</br>\n<strong>Elevate your tribe’s purpose</strong>\n\nCertain brands approach customers so that their experiences leave them feeling like a better person. At MAC Cosmetics, the attention showered upon you and the personal service allows you to feel comfortable, confident and free to express your desires without judgment. Celebrity endorsers like RuPaul, Lady Gaga and Elton John preach inclusivity and are atypical “beauties” -- a fresh departure from beauty brands that feature flawless, airbrushed models. MAC’s social media efforts, “Back to MAC” social responsibility program and friendly makeup artists create a tribe that is totally inclusive.\n</br>\n<strong>Create a community in your brandspace</strong>\n\nSoulCycle has turned legions of New Yorkers and Los Angelenos into spin worshippers by offering an experience that elevates exercise to a whole new level. Instead of pushing “celebrity,” SoulCycle markets “real.” People bond on favorite instructors and playlists, and popular classes sell out in minutes. Walls, t-shirts and products are covered with inspiring words, and it would be easy for a new visitor to forget that SoulCycle is actually about spinning. There are celebrity endorsers up the wazoo, like Kelly Ripa and Lena Dunham, but they endorse at their own volition. Once you are inside their studios, there’s no attitude whatsoever…just a group of like-minded people looking to clear their minds and have a bad-ass workout.\n</br>\n<strong>Offer unforgettably unique experiences</strong>\n\nTo create its tribe, American Girl taps into the imaginations of little girls and offers experiences at its stores that doll owners can’t find anywhere else (sorry, Barbie). In the brand’s own words, it is “more than just a store -- it’s a place where her imagination can soar.” Doll owners can take a cooking class with their dolls, or eat next to their dolls at the restaurant, or wait months for a highly coveted appointment at the Doll Hair Salon. American Doll owners spend thousands of dollars to make pilgrimages across the country to the flagship store on Fifth Avenue. Members of the American Girl tribe can bond with one another at historical scavenger hunts and events that revolve around specific dolls, like Julie and Saige.\n\nBut here’s the thing about tribes: They need to stand for something. They need to have a common spirit that pervades a group and the physical trappings that unify, and they need to evolve over time. Brands that don’t do so start to lose their relevancy, and in turn their followers. Don’t believe me? Just ask the Catholic Church.\n</br>\n<a href=\"http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html?print#ixzz2hKzQbaKu\" target=\"_blank\">http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html?print#ixzz2hKzQbaKu</a>', 'Immersive Brand Experience As A Way Of Life', '', 'inherit', 'closed', 'closed', '', '1866-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1866, 'http://cbx.cappendev.com/1866-revision-v1', 0, 'revision', '', 0),
(2921, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nIt\'s Valentine\'s Day, which got us in the mood for -– you guessed it -– love. In particular, brand love. We went out to the street and performed a down-and-dirty survey to find out just what brands make us weak in the knees, who is worthy of a long-term commitment, and who we want to break up with.\r\n\r\nHere\'s what people had to say:\r\n\r\nBrand You\'d Buy A Drink\r\n\r\nPinterest. You\'ve been hearing all about her for a few weeks now -- she\'s the girl on everyone\'s lips; she’s the next big thing. But is she really as cool as everyone says she is? After one drink, you’re sure to find out. \r\n\r\nBrand You\'d Take Home For The Night\r\n\r\nTwitter. It’s destined to be a brief encounter (no more than 140 minutes, tops), but it’ll likely be pretty fun while it lasts. He’s certainly hot right now, but you wonder if he’ll be around in five minutes --  let alone five years.\r\n\r\nBrand You\'d Kick Out The Next Morning\r\n\r\nWal-mart. The night before, you were wooed by all the talk of mega-this and mega-that, of all the low prices and special offers. But the next morning, you realize: sometimes bigger is not always better.\r\n\r\nBrand You\'re Most Likely To Bring Home To Mama\r\n\r\nChrysler. He\'s got All-American good looks, wholesome values, solid parts, diehard attitude and undying loyalty. Plus, he\'s proven that he can come through a crisis with flying colors, and regain his footing as a leader. Mama will call him a “stand-up guy” (like Clint Eastwood, the guy who voiced his recent Super Bowl commercial).  \r\n\r\nBrand With Whom You\'d Like A Fling\r\n\r\nJetBlue. You don’t have an occasion to see her all the time, but when you do, it\'s always a whirlwind experience. She always seems to be thinking of just the right things to do and say, and who cares if she’s always on time or not…there are always plenty of things to do and see while you wait.\r\n\r\nBrand You Want To Marry\r\n\r\nApple. He\'s smart, he\'s cool, he\'s stable, he\'s ambitious, he\'s successful, he knows who he is, and he’s always trying to better himself. He loves to have a good time, but he’s not so slick that he’s going to fail you in a time of need.\r\n\r\nBrand Whose Kids You\'d Like To Have\r\n\r\nWhole Foods. She always has your best interests in mind and wants to make the world a better place. She’s eco-conscious and truly cares about the next generation. Her idealism sometimes comes at a high price, but she’s so good that you’re willing to take the leap with her.\r\n\r\nBrand You\'d Take To Couples Counseling\r\n\r\nTylenol. After last year\'s recall fiasco, you found yourself untrusting of her, after many years of having her be your go-to gal. She did right by you forever, but then she fell off the wagon, and you found yourself questioning the whole relationship. But if she got her act together, you’d probably go back in a heartbeat.\r\n\r\nBrand You\'d Like To Break Up With\r\n\r\nVerizon. After years of spotty customer communications (or lack of communications altogether), you’ve had enough of his lies and unreliability. In fact, he’s sometimes so hard to reach that you might have to send him a text message to let him know you\'re splitsville.</p>\r\n\r\n\r\n\r\n', 'In the Mood For Brand Love', '', 'inherit', 'closed', 'closed', '', '1543-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1543, 'http://cbx.cappendev.com/1543-revision-v1', 0, 'revision', '', 0),
(2922, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Joe Bona\r\n“City hardware store survives despite bigger retail options.” So ran the headline last November in the local newspaper for Pottsville, Pa. (population 14,229). The story focused on the seemingly unlikely survival of Pottsville’s Centre Street Hardware, which had managed to keep its doors open since 1992 despite the rise of price-busting big-box hardware stores.\r\n\r\nJason Brown, a crack mechanic who manages the family business, told the newspaper its success owes to diversification. “We sell multiple things, such as bagged coal and wood pellets, all along with the regular hardware retail,” he said. “The small engine repair and service work we do, that’s our biggest thing, really.”\r\n\r\nWalk into Roswell Hardware Co., in Roswell, Ga., and the story is much the same. It happens to be an exclusive dealer of a best-in-class barbecue grill called the Big Green Egg. It is a hot item, no pun intended, and about half the store is filled with BBQ-related stuff. By the way, good luck finding Big Green Egg in the big-box stores.\r\n\r\nThe notion of connecting with customers comes up so often in retail these days that it might seem like a meaningless cliché. But as the examples above illustrate, when a business can build strong relationships with local consumers, it can do what some consider nearly impossible—compete with the biggie chains. Indeed, the cavernous big-box stores might even be at a disadvantage in this regard. In a world of commoditized and homogenized retail, there is undeniable appeal to walking into your corner hardware store and chatting with people who know your name.\r\n\r\nBut you cannot just look the part. The key is to actually elevate service in ways that are immediately recognizable to your shoppers. When they ask for help finding an item, walk them to the exact spot. Once there, engage with them by asking about the project they are working on. Find out if they need other help—and make sure you know enough to actually help them. Aside from service, organize your store so that it works for shoppers, not against them. Remove clutter, set store shelves so that categories are easy to navigate, and give those who want to be left alone lots of easy-to-read, way-finding signage.\r\n\r\nBut having clean, bright and organized stores is just cost of entry. More important is to have a differentiating strategy along the lines of the examples above. Find your own Big Green Egg. Maybe it is a top-tier leaf-blower or weed-trimmer that is unavailable in the big boxes but the clear favorite of professional landscapers. Maybe you offer the quickest, best and most affordable equipment repair services in town. And don’t be afraid to steal a few pages from the big boys: Hold classes and other events that drive traffic and simultaneously educate people about your store. Such outreach helps forge even closer ties to the community, which is precisely your goal.\r\n\r\nFor local independents, find your unique story, history or special service and celebrate it. Let your store symbolize all that is good about one of America’s most cherished values: independence.\r\n\r\nRead More: <a href=\"http://www.hardwareretailing.com/independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals/\" target=\"_blank\">http://www.hardwareretailing.com/independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals/</a>', 'Independents’ Day', '', 'inherit', 'closed', 'closed', '', '1902-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1902, 'http://cbx.cappendev.com/1902-revision-v1', 0, 'revision', '', 0),
(2923, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nI\'m not exaggerating when I say that I\'ve been going to the Indianapolis 500 since I was in diapers; my parents first brought me to the event when I was just a year old, and I\'ve been attending every Memorial Day weekend since. As a kid I had little appreciation for the event, but over the years my passion for Indy has become near-obsessive, and I anticipate the race--which takes place this Sunday--as some do the Super Bowl, the Oscars, or even their own wedding (sorry, honey).\r\n\r\nFor me, motorsports are always interesting, but for the past few years they have been even more so, largely thanks to Danica Patrick. Danica is not the first female racecar driver, but she stole headlines by being the first woman to win an IndyCar race (the Indy Japan 300, in 2008) and a massive number of fans started watching IndyCar racing due to her high-profile presence. (In 2009, the Indianapolis 500 attracted 16 million viewers, despite rainfall, and this year viewership will undoubtedly be even greater.)\r\n\r\nThanks to her, and to other female drivers including Sarah Fisher, Ana Beatriz, and Simona De Silvestro (all of whom will be starting with her at Indy this Sunday), this once male-dominated sport is now incredibly popular with women--and its star is only on the rise. NASCAR reports that 40% of its 75 million fans are women, for whom NASCAR is the second-most-watched television sport after football (according to Fox Sports Network). And here\'s the most striking statistic of all, at least for advertisers: women NASCAR aficionados are three times as likely to purchase NASCAR-sponsored products as non-fans. Yup ... three times.\r\n\r\nSo why the attraction? Beth Coode, a 33-year-old junior high school history teacher who lives in Nashville and has been following car racing for 10 years, says, \"It\'s clean and the family can watch it. There\'s a camaraderie with the [drivers] and their families.\" Robin Braig, the president of Daytona International Speedway, refers to it as the \"Danica-effect.\" Janet Guthrie--who was, in 1977, the first female to compete in the Indianapolis 500--said regarding racing\'s popularity, \"I thought it would take two generations, and it only seems to have taken one.\" Lyn St. James, who was one of the sport\'s pioneers and had 15 IndyCar starts in the 1980s, is now an advocate for training women to be top-notch contenders, and has served as a mentor to many of the up-and-coming drivers, Patrick included.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/danica-patrick-pink.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/danica-patrick-pink.jpg\" alt=\"\" title=\"danica-patrick-pink\" width=\"620\" height=\"300\" class=\"alignnone size-full wp-image-626\" /></a>\r\n\r\nIf you ask me, this sudden popularity presents an incredible opportunity for more female- and family friendly sponsors to get involved in motorsports. While Danica\'s current sponsors--Peak Antifreeze, GoDaddy, and MarquisJet--err on the male side, a brand like Target--an Indy sponsor, as well as QuickTrim--clearly speaks to women. AllState Insurance was one of the first advertisers to speak to NASCAR\'s female fan-base through a series of popular TV spots, started in 2005, that feature \"AllState Girls.\" One of last year\'s sponsors was a company called Her Energy (replete with a pink logo), and Cottonelle is on board for yet another year.\r\n\r\nSo on Sunday, while all eyes will be glued to Danica, Ana, Simona, and Sarah, my eyes will inevitably gravitate to the logos on their racing suits, to see which brands have the forethought to align themselves with these amazing women at this exciting moment in motorsports history. That\'s one race that might just interest me as much as the Indianapolis 500 race itself.\r\n\r\n<a href=\"http://www.fastcompany.com/1653201/indy500s-danica-effect-brands-are-you-listening\" target=\"_blank\">http://www.fastcompany.com/1653201/indy500s-danica-effect-brands-are-you-listening\r\n</a>', 'Indy500\'s Danica Effect: Brands, Are You Listening?', '', 'inherit', 'closed', 'closed', '', '1565-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1565, 'http://cbx.cappendev.com/1565-revision-v1', 0, 'revision', '', 0),
(2924, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>Insight and NACS are delighted to announce the judges for the prestigious 2012 International Convenience Retailer of the Year Award, sponsored by Imperial Tobacco for the fourth year running.\r\nTwo new judges are joining our panel. Frank Gleeson, retail director at Topaz, the Award winner in 2011; and Jeff Rogut, executive director at the Australian Association of Convenience Stores (AACS), join an established panel with expertise in worldwide convenience and forecourt markets.\r\n\r\n\r\nJeff Rogut: Australian convenience expert joins the 2012 panel\r\n\r\nIn alphabetical order the 2012 panel is:\r\n\r\n-Joe Bona, president, retail division, CBX\r\n-Frank Gleeson, retail director, Topaz\r\n-Ramon Kuijpers, international key accounts manager, Reemtsma Cigarettenfabriken GmbH, an Imperial Tobacco Group company\r\n-Don Longo, editor-in-chief, Convenience Store News & Single Store Owner\r\n-Dan Munford, managing director, Insight Research\r\n-Stephanie Rice, founder of Rice Retail Marketing\r\n-Jeff Rogut, executive director at the Australasian Association of Convenience Stores\r\n-Fiona Briggs, editor, Global Convenience Store Focus and Erin Pressley, editor NACS Magazine, will co-chair the judging panel.\r\n\r\nThe 2012 International Convenience Retailer of the Year Award was launched in December 2011 and is now inviting entries from leading convenience and forecourt retailers around the world.\r\n\r\nRetailers are required to submit documentation based on a number of key criteria and supply photographic and/or video evidence (for further information visit please visit: Entry Form\r\n\r\nIn the first stage of the judging process, the judges will review the entries to produce a shortlist of retailers. The shortlist will be featured on Global Convenience Store Focus and readers will be invited to vote for their favourite format online.\r\n\r\nOur expert panel will also be judging the new award category in 2012, focused on product availability.\r\n\r\nImperial Tobacco is also sponsoring this new award, which will look to benchmark and highlight global best practices in the development of better resource, behaviours and processes in the last five yards of convenience retail. Both retailers and suppliers will be able to enter case studies for this award, and the winner will be decided by the judging panel, rather than an internet vote.\r\n\r\nAnnouncing the judging panel, Insight managing director, Dan Munford, said: “We are delighted to have established such an experienced and international panel of convenience expertise. We are delighted to welcome on board Frank Gleeson from Topaz, the winner of the 2011 Award; and Jeff Rogut from the AACS.\r\n\r\n“Our judges have an in-depth knowledge and understanding of the convenience sector and they represent some of the leading global convenience store markets. Their input will help to ensure the shortlisted entries in the 2012 International Convenience Retailer of the Year Award and new Product Availability Initiative will be truly world class.”\r\n\r\nPrevious winners of international convenience awards, sponsored by Insight and NACS, have included Tesco Express Environment Store and Spar Ireland’s Eurospar format.\r\n\r\nIn 2009 readers of Global Convenience Store Focus voted Spar China as their winner of the award. The Spar Hongtu store in Dongguan City, Guangdong Province, is independently owned by the Hu Family.\r\n\r\nIn 2010, Applegreen, Ireland’s leading independent forecourt retailer, won the readers’ vote from an impressive shortlist; while rival forecourt Topaz scooped the crown in 2011 for its state-of-the-art forecourt opened in partnership with McDonald’s. Morrisons’ new convenience format, M-local, was highly commended.\r\n\r\n<a href=\"http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201202&this_page=2\" target=\"_blank\">http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201202&this_page=2</a>', 'Insight announces expert judging panel for 2012 International Convenience Retailer of the Year Award', '', 'inherit', 'closed', 'closed', '', '1704-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1704, 'http://cbx.cappendev.com/1704-revision-v1', 0, 'revision', '', 0),
(2925, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>Insight is hosting a retail study tour in conjunction with branding agency, CBX, in New York, 7-8 December 2011.\r\nInsight’s Retail Inspiration Tour is designed to update forward thinking retailers with an insider’s guide to the latest innovations in one of the most vibrant, multi-cultural metropolitan areas in the world.\r\n\r\nNew York has a population of over 8m time pressured, highly demanding, sophisticated and \'hard to please\' consumers. To survive in this place, retailers have got to be really good.\r\n\r\nAs snack food, which bridges the gap between dining in and dining out, continues to build in importance globally, customers are demanding healthier, more exciting options. What works in New York is a good guide to the future elsewhere and Insight’s Inspiration Tour will provide businesses with new ideas and implementable concepts.\r\n\r\nStore tours will be in small groups, each hosted by an expert retail consultant. Feedback workshops will ensure attendees gain the insight and understanding required to relate new concepts to their own businesses, claims Insight.\r\n\r\nThe tours will offer inspiration and an opportunity to experience best practice from brands that are: unique in the fast food category, fresh and inviting and communicate taste and quality.\r\n\r\nThe Inspiration Tour focuses on the following areas:\r\n\r\nOffer: clear communication of offer, healthy cues, indulgent cues\r\nBranding: signage, uniforms\r\nPeople: sampling opportunities, people who can speak knowledgeably about product portfolio, friendly/approachable, customer intimacy/interaction\r\nMerchandising: presentation, fixtures, lighting\r\nStore design: what is unique, how is it inviting, efficiency\r\n\r\n<a href=\"http://www.youtube.com/watch?v=VIjrwFiEexM&feature=player_embedded\" target=\"_blank\">http://www.youtube.com/watch?v=VIjrwFiEexM&feature=player_embedded</a>', 'Insight to host New York Retail Inspiration tour in partnership with CBX', '', 'inherit', 'closed', 'closed', '', '1734-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1734, 'http://cbx.cappendev.com/1734-revision-v1', 0, 'revision', '', 0);
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(2926, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>NEW YORK, NY (12/3/08) — CBX, the strategic branding, design and consultancy agency based here, has been honored with awards for its store design and branding work on behalf of four petroleum retailers. The winning projects were completed for Petro-Canada, PKN Orlen in Poland, PRIMAX in South America, and Topaz Energy Group in Ireland.\r\nThe firm took the top award in the Best International Design category in a competition sponsored by Convenience Store News for \"Neighbours,\" a new retail format from Petro-Canada that combines a c-store, restaurant and specialty coffee shop under one roof. According to CBX Retail Division President Joseph Bona, the Neighbours\' concept was conceived to help improve Canadians\' perception of c-store foodservice. The new design for Canada’s leading petroleum retailer focuses on food and features not only sit-down eating areas, but other non-traditional features such as a drive-thru window and an outside dining patio.\r\n\r\nWorking with Petro-Canada, CBX assisted in developing the overall marketing strategy in addition to the concept\'s naming and logo design. The firm also handled architectural design, store layout, interior décor, graphic communication, foodservice, and operational consulting. \"The use of natural-looking materials and warm colors helped to create a \'visual signature\' on the exterior facade and an authentic food experience on the inside,\" CSNews writes. \"…so far, the concept seems to be helping shift perceptions of convenience store foodservice.\"\r\n\r\nCBX also took honorable mention in the publication\'s International Design category for the new \"Stop Café Bistro\" c-store concept it developed for PKN Orlen, Poland\'s largest oil company. The state-owned company with more than 1,800 stations retained CBX to assist in its effort \"to raise the design and merchandising bar in c-store retailing and leapfrog the competition,\" Bona noted. The prototype\'s exterior features shades of PKN Orlen’s signature primary red color, while backlit columns beckon day and night to passing motorists and customers using the fuel islands. Inside, customers find a new layout and bold color scheme that drives them to the new and improved foodservice offer encompassing coffee-to-go, a grill station for made-to-order hot dogs as well as prepared foods displayed in sleek glass cases. A grocery section stocked with kitchen basics also makes Stop Café Bistro a convenient spot for pantry staples.\r\n\r\nThe firm also captured an Award of Merit in the VMSD (Visual Merchandising Store Design magazine\'s) annual Retail Renovation Competition, which showcases the best store transformations worldwide. The competition\'s judges singled out Listo! (Spanish for \'quick\'), CBX’s project for PRIMAX, the new fuel brand created by a local independent oil and gas marketing company that acquired 225 former Shell sites in Peru and Ecuador. In addition to conducting research to name the new c-store entity, CBX developed a new merchandise plan, fixturing, in-store signage and colors, and material palette for the variety of Listo! footprints found in urban, suburban and rural locations. The design, Bona said, stresses \"quick and convenient,\" while also conveying a contemporary and warm feel. A curved streetfront elevation allows the store\'s interior to project through to the street, drawing attention inside to the colorful and light-filled space. Features in the prototype Lima location include a foodservice seating area and wine department denoted by warm wood flooring.\r\n\r\nFinally, CBX\'s corporate identity and rebranding work for the newly formed Topaz Energy Group Limited netted four honors in the Ireland Forecourt and Convenience Retailer Awards program. The Dublin-based company is in the process of rolling out the new Topaz brand, design and merchandising plan to 350 service stations and 100 c-stores it acquired from Shell Ireland and Statoil Ireland. For its initial efforts, the company received \"Newcomer of the Year,\" \"Best Oil Company Initiative,\" \"Best use of Category Management\" and \"Best Forecourt Facilities\" awards in the competition. CBX’s market research, analytics, design and branding work assisted in creating the new Topaz brand, corporate identity and store prototype. \"This particular project,\" Bona noted, \"offered CBX the opportunity to tap all of our disciplines, from our experts in consumer research and brand strategy, to our corporate identity, graphic and environmental design groups.\"</p>\r\n', 'International Projects by CBX Win Awards For Store Design and Branding', '', 'inherit', 'closed', 'closed', '', '1641-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1641, 'http://cbx.cappendev.com/1641-revision-v1', 0, 'revision', '', 0),
(2927, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>LONDON -- In a ceremony held last month at the Insight NACS Future of Convenience event here, Centra Rochestown, an Ireland convenience store that combines fresh food, a deli and an inviting dining area, was crowned the 2012 International Convenience Retailer of the Year. This is the third consecutive year the award has gone to an Ireland-based c-store.\r\nStatoil Fuel & Retail, the Norway-based petroleum and c-store chain that was recently acquired by Alimentation Couche-Tard Inc., was a highly commended runner-up in the Insight NACS competition, which included some of the world\'s latest and most innovative convenience store formats.\r\n\r\nThe International Convenience Retailer of the Year award was presented during the Insight NACS Future of Convenience event in London. This annual event for the European and international convenience petroleum industry attracted delegates from more than 22 countries this year.\r\n\r\nAn elite panel of judges including Joe Bona, president of the retail division at CBX; Jeff Rogut, executive director of the Australian Association of Convenience Stores; Stephanie Rice, founder of Rice Retail Marketing; and Don Longo, editor-in-chief of Convenience Store News, shortlisted six finalists for the 2012 award. Readers of Insight\'s international newsletter, Global Convenience Store Focus, were then asked to vote for their favorite online.\r\n\r\nFeatured in the latest edition of Global Convenience Store Focus, Centra Rochestown puts fresh foods and value at the center of its offer and has a strong community following as a result. The store, owned by Terry and Sieglinde Murphy and run by store manager Mary McGroarty, emphasizes fresh foods with shoppers greeted by coffee, then leading onto bakery and finally fresh fruit and vegetables.\r\n\r\nThe store has a distinct market feel with plenty of open space. Customers can choose from fresh sandwiches, ready meals or ingredients for dinner at home. An open and inviting area around the deli, meanwhile, enables customers to browse and chat, and has created a real hub at the heart of the store.\r\n\r\nThe judging panel felt this store demonstrated real local involvement, too. Centra Rochestown is an active participant in the local community. It supports local producers and suppliers, and sponsors the Gaelic Athletic Association, which is brought to life in the community through ticket giveaways, face painting and lots of other activities on match days.\r\n\r\n\"It is very gratifying for us to be acknowledged and to receive this award and see all the hard work come to light,\" Terry Murphy said. \"The focus has been to be high on convenience by bringing fresh and food-for-now to the front of the store and very local. It\'s been a huge team effort and we couldn\'t have done it by ourselves. We are delighted with the support we received from Musgrave -- it is a true retail partnership.\"\r\n\r\nRunner-up Statoil Fuel & Retail was highly commended for its new highway concept store in Minnesund, Norway. The judges felt the site design had been carefully thought through with a separate forecourt area and shop. The panel was particularly impressed with the in-store layout and creation of distinct departments for self-serve coffee, bread and bakery, fresh food, a salad bar, convenience offer and services.\r\n\r\nA food offer tailored to the time of day with breakfast, lunch and dinner options was another standout feature cited by the judges. Statoil Fuel & Retail was also praised for its highly engaged people, plus investment in staff training to deliver the new food offer.\r\n\r\n\"The Insight NACS International Convenience Retailer of the Year Award is going from strength to strength,\" said Dan Munford, managing director of Insight. \"The caliber of the entries in this year\'s contest was first-class, with innovations at every turn. Judges were put through their paces to deliver a shortlist from an outstanding field of entries and put six stores through to the final: BP Connect, New Zealand; Centra Rochestown, Ireland; Junction 14 Spar Express, Ireland; Tesco Fresh & Easy Express, USA; and Statoil Fuel & Retail, Norway. Centra Rochestown is an inspirational winner of the 2012 award.\"\r\n\r\nMike Laney, head of convenience for award sponsor Imperial Tobacco, extended congratulations to the winner and added, \"Imperial Tobacco is delighted to be associated with the Insight NACS International Convenience Retailer of the Year Award, which showcases the best convenience and forecourt operators around the world. The award provides a valuable opportunity to share and recognize international best practice in convenience retailing.\"\r\n\r\nCentra Rochestown is the fourth retailer to win the Insight NACS International Convenience Retailer of the Year Award. Previous winners include Spar, China (2009); Applegreen, Ireland (2010); and Topaz Cashel, Ireland (2011).\r\n\r\nIn conjunction with the NACS Show, starting this Sunday, Oct. 7, Insight will kick off its retail store study tours in the United States this weekend, with planned excursions to Fresh & Easy, Walgreens, IN-AND-OUT Burger and 7-Eleven in the Las Vegas area.\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-ireland_c_store_crowned_international_convenience_retailer_of_the_year-62013.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-ireland_c_store_crowned_international_convenience_retailer_of_the_year-62013.html</a>', 'Ireland C-store Crowned International Convenience Retailer of the Year', '', 'inherit', 'closed', 'closed', '', '1655-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1655, 'http://cbx.cappendev.com/1655-revision-v1', 0, 'revision', '', 0),
(2928, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Gregg S. Lipman\r\nOn a brisk fall day in 1869, the Rutgers football club (the Scarlet Knights nom de plume would follow much later) defeated the Princeton club 6-4 in the first intercollegiate football game. Such glory has been rare at my alma mater. And while it\'s been a few years (please don\'t ask just how many) since I graduated from Rutgers, my fandom for my school\'s teams, and collegiate athletics in general, has remained steadfast. Even as the college football season has ended, I get myself psyched up for college hoops and March Madness -- I\'m in a bit of a tizzy, as they say. But what the heck is happening at the NCAA? The \"venerable\" National Collegiate Athletic Association, it appears, has a branding dilemma on their hands.</br>\r\nDespite having the enormous advantage of built-in \"brand\" loyalty (e.g., fans support teams for years, generations even, regardless of whether they win or lose), the NCAA and its sub-brands -- the conferences that lie under the NCAA banner -- are having a bit of an identity crisis. The organizational efficiency and rich regional rivalries steeped in tradition, once hallmarks of the NCAA brands, have eroded into something approaching, well, meaninglessness.</br>\r\nHistorically, the amazing thing about the NCAA has been its ability to take its student-athletes and leverage its competitive conferences. Today it represents the interests of over 400,000 such student-athletes grouped into 95 competitive, regional athletic leagues and conferences that comprise over a thousand colleges and universities. The organization has been like the Procter &amp; Gamble of aggregate athletic organizations -- full of trusted, colorful and evocative name brands like the Ivy League, the Patriot League and \"The Valley,\" and lots of Bigs, i.e., the Big Ten, the Big East, the Big South, the Big 12 and the Big Sky. Not to mention conferences that became such household names that we\'d only refer to them by their geographical acronyms: the SEC (Southeastern Conference), ACC (Atlantic Coast Conference), MAC (Mid-American Conference), PAC-12 (Pacific-12) and C-USA (Conference USA), to name a few.</br>\r\nThose names initially made sense because they connected the schools in some way to the culture of the participants and/or geography. The Big East has long stood for tough, gritty, relentless play sprinkled with a dash of flash and pizzazz; think Tony Soprano meets Jay-Z. The SEC is all about that uniquely Southern, borderline pathological obsession with football and longstanding rivalries that would make the Hatfield-McCoy feud feel downright \"Downton Abbey\" polite (the 115-year-old Georgia vs. Georgia Tech game is now colloquially known as \"Clean, Old-Fashioned Hate\"). Pac-12 games are generally more freewheeling, with a certain creative elegance and laid-back West Coast flair (think Palo Alto, Los Angeles, Berkeley, Seattle). And the Big Ten is the perfect name for a Midwestern-based conference that regularly features serious power rushing and some of the largest young athletes in the country.\r\nThe strength of these NCAA conference brands was how personal, real and honest each felt. Even if you didn\'t have a personal stake in a particular school or game, as a college sports fan, you were still able to see yourself, your daily grind and your region\'s pulse reflected in your regional league or conference. And let\'s not forget that for the many states lacking a professional sports team, college sports are the highest profile games in town. This in turn ensured enormous brand loyalty.</br>\r\nThere was a time when all the schools in the Big East (originally, Providence, St. John\'s, Georgetown, Seton Hall, Connecticut, Boston College, and later, Villanova and Pittsburgh) were East Coast schools, or at the very least Eastern Standard Time-based, and when there were actually ten schools in the Big 10, all flagship schools in their respective states, all within a few hours drive from one another. If your school played in the Big Ten, you could easily rattle off all the other school names, their mascots and where their campuses were located. Fast forward to today, and you\'ll see that there are currently 12 schools in the Big Ten, and the Big Ten can\'t change its name to the Big 12 because there is already a conference called the Big 12. Not to mention, they will soon be 14: the University of Maryland and yes, my Scarlet Knights of Rutgers will join their ranks starting in 2014.\r\nWhy has this happened? Yep, folks... follow the money. The need to generate revenue and the dramatic influx of TV money (mostly from college football broadcasting rights) have made it particularly lucrative for schools to abandon their traditional conferences in order to align themselves with conferences that make no sense regionally or from a historical or cultural standpoint. And this is happening all over the country.</br>\r\nPersonally, I think the NCAA should call \"time-out!\" and figure out a way to preserve some of the principles its conferences were founded upon. Or, at minimum, set guidelines for a way forward -- competition, tradition, rivalry, discipline, hope and camaraderie -- before the organization turns into a corporate behemoth bent on maximizing its assets. The recent decision by the seven Catholic schools, which were part of the original Big East, to get out of the TV money-grab vortex, leave the conference and form a new one (the Psalm Pseven, perhaps?) is a direct response to that. Don\'t get me wrong, I\'m all for adapting to modern times and shifting business needs and/or consumers wants/habits. But I also believe the NCAA college sports brand represents something true and great and emotional and inspiring. As such, it is a brand worth preserving for every incoming class as well as us alumni, and should continue to strive to define the idea that \"winning isn\'t everything,\" even if that\'s not the case (marketing is in fact theater).</br>\r\nSo we decided to have a little fun and rename a few of the conferences:</br>\r\nFor example, the Mountain West Conference, which currently includes the Air Force Academy, Boise State, Colorado State, New Mexico, Utah State, Wyoming, Fresno State, Hawaii (football only), Nevada, San Diego State, San Jose State and UNLV, would be renamed The Wild Wild West Conference. We believe this accurately reflects the style of play in that conference, namely, very high scoring, trick plays and other surprises.</br>\r\nOr what about the Pugilist Conference, made up of schools across all divisions whose mascots won\'t back down from a fight? This would include the Campbell Fighting Camels (that is an amazing name: Fighting. Camels), Illinois Fighting Illini, North Dakota Fighting Sioux, Notre Dame Fighting Irish, Lynn Fighting Knights, Western Illinois Fighting Leathernecks, Muskingum Fighting Muskies, Carroll College Fighting Saints (a bit of an oxymoron perhaps?), Gordon College Fighting Scots, Edinboro Fighting Scots, Macalester Fighting Scots, McHenry County College Fighting Scots, Monmouth College Fighting Scots, Ohio Valley Fighting Scots and Wooster Fighting Scots.</br>\r\nReally, the point is, and as these examples illustrate, there\'s clearly a lot of room to improve upon the mess that\'s been created over the years with the various realignments. I would strongly urge the NCAA to take back some branding equity building control and start thinking about how these haphazard groupings of schools will affect their brands -- and its own organization -- in the long run. Oh, and if you\'re looking for someone to help with the renaming/reorganization, I\'m happy to throw my own hat in the ring... just as long as it\'s not during this year\'s Big East hoops championship at MSG -- the last year that my Scarlet Knights will have a chance to come up short in the tourney again.</br>\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html</a>', 'Is the NCAA Losing Its Identity?', '', 'inherit', 'closed', 'closed', '', '1804-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1804, 'http://cbx.cappendev.com/1804-revision-v1', 0, 'revision', '', 0),
(2929, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Wal-Mart’s bold entry into the booming organic food market sets a lofty goal for the company: offering a wide range of products bearing the coveted USDA certified organic seal at stores across the United States.\r\nBut experts say that the target may be impossible to live up to in a country where less than two percent of farms grow organic crops.\r\n\r\n“There\'s no way in hell that Wal-Mart is going to be able to carry a line of organic products that all bear the certified-organic USDA seal,” Darrin Duber-Smith, president of the natural and organic products strategic planning firm Green Marketing and marketing professor at Metropolitan State University of Denver, told IBTimes. “There’s a huge supply problem in organics. Demand outstrips supply by 25 percent in the industry.”\r\n\r\n\"Organic\" is a loaded term with specific meanings outlined and regulated by the USDA. While most USDA-approved products made with at least 70 percent certified organic ingredients can print the words “made with organic” on their labels, in order for a product to carry the USDA’s green “Organic” seal, it must contain at least 95 percent certified-organic ingredients.\r\n\r\nWal-Mart contends that it will be able to meet its goal of selling a line of nearly 100 products -- of which nearly 90 percent are certified organic -- at all of its stores as well as on its popular website. The company hopes to achieve this goal through an exclusive supply partnership with Wild Oats, a brand owned by the Los Angeles-based investment firm Yucaipa Companies.\r\n\r\n“They are USDA certified-organic products. Ninety percent are USDA-certified organic,” Wal-Mart spokeswoman Danit Marquardt told IBTimes via phone, adding later that “it will initially roll out to 2,000 stores. The intention is to roll out across the chain. It will also be available on Walmart.com later this summer.”\r\n\r\nThat imminent launch appears on its face to be untenable given the shortfall in organic farms’ productivity. But Duber-Smith offered a caveat to his assertion that the chain will not be able to pull off such an ambitious organic roll-out, saying that Wal-Mart may have quietly laid the groundwork necessary to do just that. And the evidence suggests that he might be right.\r\n\r\nThe process for converting a traditional farm to an organic-certified one lasts a minimum of three years, which means that the plans any new organic farms Wal-Mart may be relying on for the ingredients in its organic foods would need to have been underway since 2011 at the latest. According to Bill McCue, a spokesman for Wild Oats, that is the year “Wild Oats Marketing LLC was formed by the Yucaipa Companies … to bring back the much-loved and trusted Wild Oats brand.”\r\n\r\nThe company has not explicitly stated whether or not it or Wild Oats has set up a network of new organic producers to supply the ingredients needed to make the certified-organic goods it plans to sell, and Marquardt would not say what the company has done to ensure a supply of organic ingredients. But she did state that Wild Oats is “a company that we’ve been working with for the past couple years on this project.”\r\n\r\nThe Bentonville, Ark.-based retail chain has also indicated that it will be offering Wild Oats products at rock-bottom prices, in keeping with its corporate mantra. For instance, the company wrote on its website that Wal-Mart’s six-ounce cans of Wild Oats tomato paste will sell for 58 cents, which is 41 percent cheaper than that of other national organic brands sold at competing groceries. Likewise, 32-ounce cans of organic chicken broth will cost 88 cents -- 43 percent less than equivalent products elsewhere.\r\n\r\nThat Wal-Mart -- the second-largest company on Fortune’s Global 500 list, with more than $469 billion in revenues and $17 billion in profits -- hopes to sell large quantities of the nation’s limited supply of organic goods at prices far below what the market currently bears is a courageous gamble on its own.\r\n\r\nThe company reported that 91 percent of Wal-Mart customers it polled said they would be interested in purchasing reasonably priced organic goods. But in order to turn that interest into sales, Wal-Mart also needs to convert a swath of shoppers who are not used to purchasing organic goods into doing so at its stores, which may be a tough sell given that organic goods are typically more expensive than their nonorganic counterparts.\r\n\r\n“How will that translate to actual sales? Of the 91 percent that say they’d like organic products at a reasonable price, what’s reasonable?” asked Nancy Brown, a founding partner at the global brand agency CBX. “How low will Wal-Mart need to go to convince their customers to try organics? Because you know there’s still going to be a price differential.”\r\n\r\nBut if it does work, the surge in sales and possible expansion of consumer base will increase demand and drive prices for organic ingredients even higher, potentially adding further strain to its commitment to offer inexpensive organic products. Certainly, a network of its own organic farms would go a long way toward addressing that issue.\r\n\r\n“I think in the short run prices will go up because supply has been so squeezed. It’s going to mean much higher prices in the whole industry,” Duber-Smith predicted, adding that the company’s massive size does give the company a unique ability to keep its prices low.\r\n\r\n“They must control their supply chains. When you have control over them you control pricing. As the head of the channel they can dictate price points … Wal-Mart has all the power, which means they can squeeze every penny out of organic suppliers the way they have with conventional suppliers for years.”\r\n\r\nThat could be the key to success for its Wild Oats plan. Marquardt emphasized that the way the company is able to leverage its position as the nation’s largest retailer, and the demand assurances that come with such prominence, to sell products at lower price points than smaller groceries can offer.\r\n\r\n“The benefit that we have is that we’re able to use our scale to deliver quality organic products to our customers for less. And when we do this it’s a win-win-win situation for our customers, our suppliers and our company,” she explained.\r\n\r\n“Our customers can trust that they’ll save money at Wal-Mart, our suppliers can count on us for the demand and we’re able to offer innovative new products. At Wal-Mart, we’re able to make agreements with our suppliers to provide scalable savings to our customers.”\r\n\r\nRead more: <a href=\"http://www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870\" target=\"_blank\">www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870</a>', 'Is Wal-Mart Quietly Building An Organic Empire To Fuel Its Wild Oats Rollout?', '', 'inherit', 'closed', 'closed', '', '1933-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1933, 'http://cbx.cappendev.com/1933-revision-v1', 0, 'revision', '', 0),
(2930, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Rick Barrack\r\nBack when I was growing up, the only water I ever drank came from the kitchen sink. Every once in a while, I’d go to a friend’s house or a restaurant and see a bottle of water with the name Evian or Perrier across the front, but I didn’t know what it was, partially because my parents didn’t pay for water and partially because I didn’t speak French.\r\n\r\nBut then, in the late 80s, a new water brand, Poland Spring, appeared on the scene, and by the early 90s, the market became saturated (pun intended) with brands like DASANI, Aquafina and FIJI Water. These waters were differentiated by their brand stories, which were featured on their packaging, rather than the way they tasted.\r\n\r\nEvian was known as the first premium water; drinking it projected a certain kind of Reagan-era wealth. Poland Spring was earthier and came from a spring in Maine (although that source has recently been debated). Aquafina, with its exotic-sounding but vague name, was Pepsi’s attempt to snag some of bottled water’s market share, and DASANI — equally vague — was Coca-Cola’s attempt to compete with Pepsi in the water arena.\r\n\r\nThen, in the early 2000s, water went from just being a commodity to being a social badge. Designer water entered the scene with slick packaging and expensive price tags. VOSS, with its slender glass bottles, SEI, which came in a bottle resembling a flask, and T? Nant, in bright blue bottles that looked great on a windowsill, all made people look twice and dip into their wallets.\r\n\r\nBut with the proliferation of the organic movement, consumers started to expect more out of their products, water included. Enter flavored and vitamin-rich waters like vitaminwater, which not only delivered on taste but also on vitamins and nutrients with end-benefit product names like “energy” and “multi-v.”\r\n\r\nCoconut water was the next craze, a potassium-rich beverage with South American roots, endorsed by the likes of Madonna and Demi Moore. The product claimed to have more potassium than a banana and to cure certain ailments.\r\n\r\nTwo competing brands, ZICO and Vita Coco, were suddenly stocked in every market, and everyone, from marathon runners to pregnant women, was attesting to its strengths. Unfortunately, it turned out that coconut water didn’t really have the health benefits the producers initially claimed (per a recent article in The New York Times), and those claims have been greatly scaled back.\r\n\r\nWith people tiring and becoming skeptical of vitamin and coconut waters, it seems the time is right for some new trends in the water category. Several new water offerings with provocative names, ingredient stories and packaging are generating buzz. Among the most intriguing new offerings are watermelon water, maple syrup water and artichoke water.\r\n\r\nBut hold on a minute: When did these fruits, natural sweeteners and vegetables become waters? Are people just looking to be the first in with a bizarre new water offering? Is water — that age-old source of refreshment — having an identity crisis?\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img2_S.jpg\"><img class=\"size-full wp-image-8491\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img2_S.jpg\" alt=\"BP0914_Feat_Water_Img2_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong> WATERMELON WATER</strong>\r\nWTRMLN WTR, a product made of 100 percent raw fruit, knows that there are few things as appealing as watermelon on a hot summer’s day. The packaging focuses on its strongest asset — watermelon — by staging the entire fruit right on the front of the label. Its tag line, “Summer in Your Mouth,” seems mildly amusing to me, but there’s no question that one sip of the drink brings memories of my days at summer camp.\r\n\r\nWTRMLN WTR’s claims may sound awfully familiar: The 12-fluid ounce bottle supposedly has almost double the potassium of a single banana, and it is reportedly rich in antioxidants such as vitamin C, vitamin A and lycopene, which help protect against breast and prostate cancer as well as heart disease and aging. Heck, if half of WTRMLN WTR’s claims are true, sign me up for a few dozen cases, ASAP.\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img3_S.jpg\"><img class=\"size-full wp-image-8493\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img3_S.jpg\" alt=\"BP0914_Feat_Water_Img3_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong>MAPLE SYRUP WATER</strong>\r\nContrary to how it may sound, maple syrup water is not water with maple syrup added (although I will confess, that sounds pretty good to me). Maple water is water that has been naturally filtered by maple trees, which gives it a lightly sweet taste and fortifies it with nutrients.\r\nAs of now, two brands seem to be vying for the king of maple syrup water position — Vertical Water and DRINKmaple — and they market disparate messages with their branding. Both are packaged in cardboard boxes, but Vertical Water espouses a sustainability message, claiming that “sharing the maple water from forest owners’ trees gives them a financially viable reason for keeping their trees vertical longer” while DRINKmaple purports that you should drink its maple water to “hydrate and nourish your body the same way it nourishes the maple trees.”\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img4_S.jpg\"><img class=\"size-full wp-image-8494\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img4_S.jpg\" alt=\"BP0914_Feat_Water_Img4_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong> BOXED WATER</strong>\r\nAnd speaking of cardboard boxes, it seems like there’s a major bottle backlash going on. The boxed water trend was kicked off by a brand called “Boxed Water is Better,” which launched in 2009 and packages its water in a small box reminiscent of a milk carton, claiming that it is better for the environment. The design of these boxes is refreshingly simple, featuring bold letters that make it clear that water is inside, and a little water drop to further drive that point home. I definitely looked twice the first time I saw this carton on a café counter. But to be honest, it does feel innately strange to drink water out of what appears to be a milk box. Once I got beyond that, however, it was just good old water, in a novel and environmentally sustainable package.\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img5_S.jpg\"><img class=\"size-full wp-image-8495\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img5_S.jpg\" alt=\"BP0914_Feat_Water_Img5_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong>ARTICHOKE WATER</strong>\r\nI never really liked artichokes, so the idea of ARTY Water — “the world’s first premium artichoke beverage” — doesn’t exactly get my mouth watering. But the brand, which comes in a bottle shaped like an actual artichoke, claims that “this delicious blend of artichokes, lemon, apple and mint provides nutritious, multifunctional hydration” and is loaded with essential vitamins A, E, C, B1, B2, B3, B6 and B9, along with vital minerals sodium, potassium, calcium and iron.\r\n\r\nThis is a benefit story similar to that of coconut water, but hopefully unlike its predecessor, ARTY Water can support its claims with real science. The packaging features an artsy artichoke graphic and is appealing, but I fear that unless you are a person who really likes artichokes, this might be a hard sell.\r\n\r\nIf artichoke water is now a viable beverage option, what’s next — peanut water, dark chocolate water … kale water? Nothing would surprise me at this point. Companies seem to be seeking new ways to bring the next great water sensation to the market, which makes me wonder if the beverage is having an identity crisis.\r\n\r\nDon’t get me wrong, each of the waters I mentioned intrigue me, and I’d be willing to try them at least once. But at the end of the day, I like my water to taste like water and my food to taste like food, although from a branding point of view, I’m excited to see what the new water brands will come up with next.\r\n\r\nRead more: <a href=\"http://www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways\" target=\"_blank\">www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways</a>', 'Is Water Having an Identity Crisis?', '', 'inherit', 'closed', 'closed', '', '2000-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2000, 'http://cbx.cappendev.com/2000-revision-v1', 0, 'revision', '', 0),
(2931, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Veteran retail store/restaurant designer and brand strategist James Sundstad has joined brand agency and retail design consultancy CBX as Vice President, Branded Environments.\r\nIn his new position, Sundstad will be responsible for leading the CBX Branded Environments group, reporting to Partner Todd Maute.\r\n\r\nSundstad comes to CBX with over 35 years industry experience collaborating with architects, interior designers, graphics firms, PR agencies, brand strategists, and other creative professionals. Most recently, he was Vice President, Retail Strategy &amp; Design at Studio D/Visual Graphics Systems, Carlstadt, N.J., a full-service manufacturer of next-generation signage. There, he established new strategic relationships with major retail and foodservice clients across the United States and Canada, including Chipotle, Whole Foods, Starbucks Coffee Company, Peet\'s Coffee &amp; Tea, Pizza Factory, FatBurger, Fuddruckers, Jamba Juice, Blue Frog Brewing, SuperValu and United Pacific Oil.\r\n\r\nBefore joining Studio D, James worked on a contract basis supporting the Starbucks new store development team. Prior to that, he was Executive Vice President, Creative Services at King Retail Solutions, a retail design and build firm in Oregon. In that capacity, he was responsible for key account development and served as strategic director for such major retail clients as Starbucks, Safeway, PetSmart, GH Bass Shoes, Whole Foods, Rite Aid, Adidas, Kroger, Fred Meyer, Massage Envy, Butter London, Bartell Drug, Thrifty Foods, Sunoco, Walgreens, and Eddie Bauer.\r\n\r\nFrom 2009 to 2011, Sundstad was Managing Director, Director of West Coast operations for branding company FITCH in Seattle, where his clients included Microsoft Hardware &amp; Global Retail, City Target, Nokia, Dell, Buffalo Wild Wings &amp; Starbucks.\r\n\r\nPrior to FITCH, Sundstad spent five years in London as Owner/Creative Director of Werkspace Studios, Ltd., a firm focused on brand strategy, brand positioning and re-branding strategies. Earlier, Sundstad launched Werkhaus Creative Communications in Seattle. During Sundstad\'s 15 years as the branding firm\'s President and Creative Director, his project managers and designers handled assignments for such diverse clients as Nike, Starbucks Coffee Company, Tully\'s Coffee, Microsoft, Chihuly Studio, Nintendo, K2 Sports, U2 (the band) and Wells Fargo.\r\n\r\nAlso seen in\r\n<a href=\"http://www.bizjournals.com/newyork/potmsearch/reprint/submission/5578542?ana=e_potm_thx&amp;ana=e_notification_potm?s=print?s=print\" target=\"_blank\">Biz Journals\r\n</a><a href=\"http://citybizlist.com/article/334861/james-sundstad-joins-cbx-as-vp-branded-environments\" target=\"_blank\">City Biz\r\n</a><a href=\"http://vmsd.com/content/james-sundstad-joins-cbx-vp-branded-environments\" target=\"_blank\">VMSD\r\n</a><a href=\"http://www.petrolplaza.com/news/industry/MiZlbiYxOTczMCYmMSYzMCYx\" target=\"_blank\">PetrolPlaza</a>\r\n<a href=\"https://www.highbeam.com/doc/1P2-39337836.html\" target=\"_blank\">High Beam Research\r\n</a><a href=\"http://www.designretailonline.com/news/people/James-Sundstad-Joins-CBX-26106.shtml?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20Newsletter%20Template_053116%20(1)\" target=\"_blank\">Design:Retail</a>', 'James Sundstad Joins CBX as V.P., Branded Environments', '', 'inherit', 'closed', 'closed', '', '2156-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2156, 'http://cbx.cappendev.com/2156-revision-v1', 0, 'revision', '', 0),
(2932, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<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', '', 'inherit', 'closed', 'closed', '', '2051-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2051, 'http://cbx.cappendev.com/2051-revision-v1', 0, 'revision', '', 0);
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(2933, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2084-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2084, 'http://cbx.cappendev.com/2084-revision-v1', 0, 'revision', '', 0),
(2934, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2115-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2115, 'http://cbx.cappendev.com/2115-revision-v1', 0, 'revision', '', 0),
(2935, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2120-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2120, 'http://cbx.cappendev.com/2120-revision-v1', 0, 'revision', '', 0),
(2936, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<a href=\"http://www.youtube.com/watch?v=jgZv6mSIO6M&amp;feature=youtu.behttp://www.youtube.com/watch?v=jgZv6mSIO6M&amp;feature=youtu.be\" target=\"_blank\"><img class=\"alignleft size-full wp-image-6820\" title=\"0515 JoeB at GRC2013 2\" src=\"http://www.cbx.com/wp-content/uploads/2013/05/0515-JoeB-at-GRC2013-2.jpg\" alt=\"\" width=\"641\" height=\"360\" /></a>\n<strong>Joe Bona</strong>, President, Branded Environments, CBX - Speaking at the Global Retailing Conference 2013 about \"Format Reinvention in the Retail Space\"', 'Joe Bona at the Global Retailing Conference 2013', '', 'inherit', 'closed', 'closed', '', '1842-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1842, 'http://cbx.cappendev.com/1842-revision-v1', 0, 'revision', '', 0),
(2937, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'SPECS 2014\r\n<em>The Gaylord Texan Convention Center, Grapevine, TX\r\nMarch 11, 2014 - 1:40 PM to 2:30 PM</em>\r\n\r\n<strong>Offline and Online Retail: Bridging the Gap</strong>\r\n\r\nThe digital explosion has led to smaller physical footprints, an influx of in-store technologies, and reduced staffing - while at the same time an emerging group of pure-play concepts is entering the brick-and-mortar space. Hear insights on how to fuse brick-and-mortar with online, and present a seamless customer experience.\r\n\r\nLearn more about SPECS: <a href=\"http://www.specsshow.com/\" target=\"_blank\">www.specsshow.com</a>', 'Joseph Bona speaking at SPECS', '', 'inherit', 'closed', 'closed', '', '1959-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1959, 'http://cbx.cappendev.com/1959-revision-v1', 0, 'revision', '', 0),
(2938, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p><strong>Classic cookbook serves up meals matching today\'s lifestyle</strong>\r\nMinneapolis, MN - January 5, 2009 - It was 1931, shortly after the Great Depression hit, that 54-year old Irma Rombauer took $3,000, the entire sum of her late husband\'s legacy, and self-published the first edition of the Joy of Cooking. Since then, this classic cookbook has occupied kitchen shelves across thousands of homes. Simon & Schuster published the 75th anniversary edition in 2006.\r\n\r\nA new licensing agreement between Simon & Schuster and Bellisio Foods is extending the Joy of Cooking brand to an entire new line of premium meal solutions, including entrees, side dishes, vegetables and breads. They are currently test launching 22 items in many major retailers including Kroger, Albertson\'s, Wegman\'s, and Stop & Shop, in select markets across the country.\r\n\r\n\"Most people can name where they keep the Joy of Cooking cookbook or where their mother\'s is,\" says Joel Conner, CEO, Bellisio Foods. \"It\'s that emotional connection that we wanted to leverage.\"\r\n\r\nBellisio Food\'s research revealed that consumers were looking for meals that are wholesome, quick and easy with minimal mess and clean up and offered something for every family member.\r\n\r\nPrior to presenting the licensing idea to Simon & Schuster, Bellisio tapped CBX, a strategic brand consultancy, to create packaging concepts for their pitch. Staying true to the clean, simple approach of the original cookbook, the CBX design team created an elegant white package that prominently features the red bulls-eye Joy of Cooking logo. Appetizing photography highlights the quality of the food and color-coded bars: brown for main dishes and entrees, green for vegetables and sides and gold for breads distinguishes the items in the line and creates a shelf block -- a one-stop shop for busy consumers looking for quick and easy meal solutions. Side panel recipes allow consumers to customize the dishes, playing off the concept of the cookbook.\r\n\r\n\"We created a contemporary link to the Joy of Cooking brand,\" says Scott Fisher, Creative Director, CBX. \"We took a 75-year old brand and made it relevant to the realities of modern day cooking and today\'s fast-paced lifestyle.\"\r\n\r\nThese packaging concepts helped convince Simon & Schuster that the licensing idea would help extend the brand in the right direction and build equity. Bellisio proceeded to hire a chef to create products with no preservatives and 0 trans fat.\r\n\r\n\"The packaging is sophisticated, clean, crisp, and light while beautifully replicating the iconography of the cookbook,\" says Conner. \"Consumers who see these products on shelf instantly recognize and appreciate the Joy of Cooking premium image.\"\r\n\r\nThe all-in-one meal stop for consumers that Bellisio introduced to retailers was met with such enthusiasm that many retailers gave it the highly-coveted position of end-aisle door space for the brand.\r\n\r\nBellisio plans to expand the test launch in January 2009 with protein entrees such a pot roast, pulled pork and chicken quarters.</p>', 'Joy of Cooking Becomes All-in-One Meal Stop', '', 'inherit', 'closed', 'closed', '', '1640-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1640, 'http://cbx.cappendev.com/1640-revision-v1', 0, 'revision', '', 0),
(2939, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>New York, NY - August 8, 2011 - Within a year of creating a revolution in the feminine hygiene category with the launch of U by Kotex* and U by Kotex Tween*, Kimberly-Clark is extending the line with U by Kotex* Limited Edition Designer Series. Four distinct new products and designs capture young women\'s personal style with trend forward colors and patterns, keeping her interested by creating surprise, delight and variety on shelf.\r\nBranding agency, CBX, provided inspiration, trends and insights that informed the team within Kimberly-Clark and all its agency partners involved with product and packaging innovation. The result was a seamless integration of product development and design thinking based on critical consumer insights. \"We created a limited edition designer series package to allow for customized interaction with the brand. Our consumers can now choose products that reflect their own personal style,\" says Kristi Bryant, Design Manager Kimberly-Clark.\r\n\r\nCBX developed the design strategy using trends based on cosmetics, beauty and fashion and took inspiration from popular retail brands such as J.Crew, Anthropologie and H&M. \"These are consumers who are keenly aware of the latest fashion trends and want their style and personality reflected in the brands they choose,\" says Gregg S. Lipman, managing partner CBX. \"Just as in other categories where they have opportunities to personalize their purchases, these designs give them the same experience. It\'s all about creating memorable, engaging and positive interaction.\"\r\n\r\nSince breaking category norms has been the hallmark of U by Kotex*, the Designer Series is no exception. High-contrast colors and vibrant patterns envelope each package and reflect individual fashion trends -- poptimistic, boho and freestyle for the three pad designs and punk glam for the tampons. The iconic U by Kotex* black logo stands out against the saturated colors and is accompanied by a black belly band that wraps around the package, creating a ribbon, gift-like effect. Visuals on all the panels reveal what\'s inside: pads and product wrappers as colorful and coordinated as the packages.\r\n\r\n\"Overall, the designs allow for self-expression and style. When she realizes that these products fit seamlessly into her purse, along with her other fashion accessories, it is an added bonus of surprise and delight,\" says Bryant.\r\n\r\nU by Kotex* Designer Series will be available nationwide in stores by August 2011.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/kotexTween.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/kotexTween.jpg\" alt=\"\" title=\"kotexTween\" width=\"825\" height=\"311\" class=\"alignnone size-full wp-image-673\" /></a>', 'Kimberly-Clark Launches U by Kotex* Limited Edition Designer Series', '', 'inherit', 'closed', 'closed', '', '1591-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1591, 'http://cbx.cappendev.com/1591-revision-v1', 0, 'revision', '', 0),
(2940, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>New York, NY - June 17, 2011 - CBX, the strategic branding and retail design firm, today announced that it was named one of Kimberly-Clark\'s Outstanding Suppliers for 2010.\r\nKimberly-Clark\'s program recognizes outstanding suppliers from around the globe for innovative solutions and stellar commitment to quality and service.\r\n\r\nAccording to Kimberly-Clark, \"CBX was recognized for their innovative risk-sharing compensation model for new brand initiatives. Coupled with 100% on-time project delivery with challenging timelines and their competitive and analogous products globally, CBX brings a unique and valuable perspective to the design recommendations that they provide to K-C.\"\r\n\r\nRecent projects that CBX partnered with Kimberly-Clark on include the revolutionary new U by Kotex®, Poise and Depend.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/KBC.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/KBC.jpg\" alt=\"\" title=\"KBC\" width=\"825\" height=\"761\" class=\"alignnone size-full wp-image-678\" /></a>', 'Kimberly-Clark Names CBX as 2010 Outstanding Supplier', '', 'inherit', 'closed', 'closed', '', '1595-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1595, 'http://cbx.cappendev.com/1595-revision-v1', 0, 'revision', '', 0),
(2941, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Convenience store chain Kum &amp; Go has embraced a stylish new design with the launch of the Kum &amp; Go Marketplace in Johnston, Iowa. The 6,000-sq.-ft. store is the prototype of a new brand concept designed by New York-based retail design consultancy CBX.\r\nAn open-kitchen concept is the centerpiece of the new store, putting food prep on display for customers. White subway tiles, marble-like countertops, and stainless trim also make a striking impression. The new store also promotes the brand’s refreshing look with an 8-foot-tall ampersand gracing the façade. The new logo, designed by Des Moines-based studio Sticks, projects Kum &amp; Go well beyond the curb.\r\n\r\n“This new footprint represents everything that Kum &amp; Go strives to be for our associates and for our customers,” says Kyle Krause, president and CEO. “This is the evolution of our brand promise and business approach. Now customers can truly experience the ‘more’ that we provide.”\r\n\r\nHeadquartered in West Des Moines, Iowa, Kum &amp; Go operates 430 stores in 11 states. The brand plans to launch its new design throughout 2016 in 28 additional locations.\r\n\r\nOriginally published by <a href=\"http://www.designretailonline.com/news/retail/Kum-Go-Debuts-New-Store-Concept-in-Iowa-26006.shtml\" target=\"_blank\">design:retail</a>', 'Kum & Go Debuts New Store Concept in Iowa', '', 'inherit', 'closed', 'closed', '', '2181-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2181, 'http://cbx.cappendev.com/2181-revision-v1', 0, 'revision', '', 0),
(2942, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Inaugural location opens just north of I-80/35, with 28 additional locations to follow in 2016</strong>\r\nKum &amp; Go will open the doors tomorrow morning, Thursday, February 18, at 6 a.m. to its newly re-built location in Johnston, Iowa, at 5225 NW 86th Street. The store is a brand new, 6,000+-square-foot Marketplace design prototype with a variety of unique offerings for customers, making it unlike any other location. To encourage customers to try out some of those new offerings, the first 99 customers to arrive on Thursday morning will receive a coupon for a 99-cent whole pizza. Additionally, on Friday from 10 a.m. to 2 p.m., customers can fill up with E-15 for $0.99 per gallon (available only at this store).\r\n\r\nDeveloping this distinctive model took nearly two years, and the result is an entirely new concept. The centerpiece of the store is an expanded and open food preparation area that customers can see from the moment they enter. Other location features include:\r\n\r\n- Elevated food experience with Kum &amp; Go’s “Go Fresh Market”\r\n- Open kitchen layout, clear aisles and easy-to-navigate zones\r\n- Seating inside with patio seating outside (weather permitting)\r\n- Complimentary Wi-Fi and charging stations for customers\r\n- Expansive beer cave and growler station with fresh beer\r\n- Designed for LEED-certified status, using energy efficient and sustainable design\r\n\r\nAdditionally, visible on 86th Street is a new piece of artwork commissioned by Kum &amp; Go specifically for this Johnston location. An 8-foot tall and 7-foot wide ampersand (paying tribute to Kum &amp; Go’s slogan “Where &amp; means more.”) sits on the north side of the store. Designed and produced by the award-winning, Des Moines-based art studio Sticks, the sign pays tribute to the community of Johnston with key words and images that reflect the area’s attractions and slogans on one side. The opposite side showcases the Kum &amp; Go core values and culture.\r\n\r\n“This new footprint represents everything that Kum &amp; Go strives to be for our associates and for our customers,” said Kum &amp; Go president and CEO Kyle Krause. “This is the evolution of our brand promise and business approach. Now customers can truly experience the “more” that we provide.”\r\n\r\nThe store design was conceptualized by CBX, a retail design firm headquartered in New York City, and working prototype developed by BRR, an architecture firm in Kansas City. Local partners included Henning Construction from Johnston, Performance Display and Civil Design Advantage from Grimes, and Seneca Companies from Des Moines. Additional partners included Hussmann, Nagle Signs, and Arning Companies.\r\n\r\nKum &amp; Go operates three stores in the Johnston community – the other two can be located at 5800 Northglenn Drive and 6130 NW 86th. All Johnston locations are open 24 hours, year-round.\r\n\r\nFuture locations of this new layout are planned for 2016 in Iowa, Colorado, Oklahoma, Wyoming, Missouri, and Arkansas. The next Iowa location will be located in Waukee in the new Kettlestone development, projected to open in spring 2016.\r\n\r\nOriginally published by <a href=\"https://www.kumandgo.com/2016/02/unveils-marketplace-store-0129/\" target=\"_blank\">Kum &amp; Go</a>.\r\nAlso seen in:\r\n<a href=\"http://www.csnews.com/node/88955\" target=\"_blank\">Convenience Store News</a>\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/corporate-news/articles/new-kum-go-design-elevates-food-fuel-beer-slideshow?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20News%2002-19-2016%20(1)&amp;utm_content=&amp;spMailingID=50731733&amp;spUserID=MjU0MDQ2MjI3NTES1&amp;spJobID=862321264&amp;spReportId=ODYyMzIxMjY0S0\" target=\"_blank\">CSP\r\n</a><a href=\"http://www.cstoredecisions.com/2016/02/18/kum-go-debuts-market-place-prototype-store/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+ConvenienceStoreDecisions+%28Convenience+Store+Decisions%29\" target=\"_blank\">C Store Decisions\r\n</a><a href=\"http://www.nacsonline.com/Media/Daily/Pages/ND0219163.aspx#.Vs3XkJMrJsg\" target=\"_blank\">NACS</a>', 'Kum & Go Unveils First Marketplace Store Design in Johnston', '', 'inherit', 'closed', 'closed', '', '2157-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2157, 'http://cbx.cappendev.com/2157-revision-v1', 0, 'revision', '', 0),
(2943, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Midwestern chain Kum &amp; Go is elevating the c-store experience from the traditional grab-and-go to destination retail with a new Marketplace concept.</strong>\r\nWhen you think convenience store, do you think LEED-certified building, fresh food, warm and inviting interior, and growler bars? Nope. Well Kum &amp; Go is trying to change that mindset with a new store concept—a market prototype dubbed <strong>Kum &amp; Go</strong> Marketplace—that is setting a new standard for the c-store sector.\r\n\r\nEstablished in 1959 in Hampton, Iowa, Kum &amp; Go is a family-owned business and the fifth-largest privately held and company-operated convenience store chain in the United States. It currently employs 5,000 associates across 430 stores and has a presence in 11 states (Iowa, Arkansas, Colorado, Minnesota, Missouri, Montana, Nebraska, North Dakota, Oklaoma, South Dakota, and Wyoming).\r\n\r\n“Kum &amp; Go is an industry pioneer founded on providing exceptional service and delivering more than what customers expect,” says Chris Jones, senior vice president, marketing at Kum &amp; Go. “The Marketplace concept was developed to align with our evolved brand promise and continued focus on fresh food options.”\r\n\r\nNew York-based brand agency and retail design consultancy CBX worked with Kum &amp; Go on the design concept, while Missouri-based BRR Architects helped adapt the concept to the 6,000-sq.-ft. prototype store in Johnston, Iowa.\r\n\r\nThe innovation of the prototype comes with the prioritization of the food offering. An open kitchen serves as the store’s centerpiece, with a major objective of showcasing quality and freshness. This featured area uses materials that communicate a more sophisticated kitchen, such as white subway tile, marble-like countertops and stainless steel.\r\n\r\n“This is an area that is typically not seen,” explains Todd Maute, a partner at CBX. “Kum &amp; Go wanted to elevate the food offering, showing the great quality to the customer.”\r\n\r\nJones adds that the kitchen was a focus for the brand, because that is where the company sees the most potential for growth. “We’ve opened up the kitchen and put the food preparation area front and center, so customers can watch us prepare fresh, delicious food that they can eat right in our store or on the patio outside” he says.\r\n\r\nDisplay units were lowered in order to create consistent sightlines throughout the store to simplify navigation, improve shopability and maintain the focus on the fresh food offerings from every angle. Express Checkouts adjacent to the entry were incorporated for customers who need to complete a fast transaction.\r\n\r\nJust as the kitchen is the heart of the home, Kum &amp; Go wanted to reiterate that family-owned commitment and invite customers in with that same sense of warmth and comfort. Architecture and design details draw on residential cues.\r\n\r\n“The overhanging canopy on the exterior offers the appeal of a low-hanging prairie-style home, a simple, modern approach to the architecture that creates that residential scale and feel,” says Joseph Muscarella, design director at CBX.\r\n\r\nMaterials and finishes, such as the subway tile and marble-like surfaces, reinforce the residential cues. While these selections infuse a clean modern aesthetic, the use of wood adds warmth and texture. The lighting strategy was meant to accentuate the interior design, creating a moody and dramatic feel in contrast to the typically bright and glaringly overlit convenient store. Black details add a classic, sophisticated appeal, while red accents serve as highlights that speak to the Kum &amp; Go brand.\r\n\r\nIn addition to the signature brand color, the brand story is clearly communicated using the iconic ampersand. From the exterior fascia and door hardware to halo light ceiling details and even donuts, the ampersand amplifies the brand experience. For Kum &amp; Go, the ampersand truly represents what the company stands for, “Where &amp; means more.” This detail reinforces the goal of the prototype communicating that Kum &amp; Go offers more than a typical convenience store.\r\n\r\nAnd the space does offer much more—from the open kitchen, indoor and outdoor seating and nicely articulated restrooms to elevated offerings such as complimentary Wi-Fi and charging stations, a walk-in cooler (or “beer cave”) and a growler station with locally brewed beers.\r\n\r\nCreating a connection to the local community was important, as Kum &amp; Go is dedicated to the communities it serves, including sharing 10 percent of its profits with charitable causes. An 8-ft.-tall, 7-ft.-wide ampersand sculpture brings the brand message curbside. A Des Moines-based artist, Sticks, integrated keywords and imagery that reflect area attractions and slogans as a way to pay tribute to the Johnston community on one side of the sculpture, with Kum &amp; Go brand elements and core values on the other. The brand also demonstrates its commitment to the community and the environment through its sustainability standards. Material selections and initiatives like the water retention capture have earned this prototype store LEED recognition.\r\n\r\n“The whole approach is such a dichotomy to the traditional convenience store,” Maute says. “Here, it is not grab what you need and go. Kum &amp; Go invites you to stay and linger.” For Kum &amp; Go, this store concept is a natural extension of their brand promise. Jones explains: “As our customers’ needs change and evolve, we want to keep up with them to provide everything they need and more from our convenience stores.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/XH2R7610.jpg\"><img class=\"alignnone size-large wp-image-9974\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/XH2R7610-740x1024.jpg\" alt=\"XH2R7610\" width=\"740\" height=\"1024\" />\r\n</a><em>The Kum &amp; Go ampersand sculpture pays tribute to the community on one side and the essence of the store on the other.</em>\r\n\r\n<img class=\"alignnone size-large wp-image-9976\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18753-1024x768.jpg\" alt=\"160216_Kum &amp; Go 18753\" width=\"1024\" height=\"768\" />\r\n<em>Lowered display heights and enhanced signage create continuous sightless that help customers easily navigate the store.</em>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18740.jpg\"><img class=\"alignnone size-large wp-image-9977\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18740-1024x730.jpg\" alt=\"160216_Kum &amp; Go 18740\" width=\"1024\" height=\"730\" /></a>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/197H7644.jpg\"><img class=\"alignnone size-large wp-image-9980\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/197H7644-682x1024.jpg\" alt=\"197H7644\" width=\"682\" height=\"1024\" />\r\n</a><em>The material applications and lighting strategy create a more modern and sophisticated approach to c-store design.</em>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18796.jpg\"><img class=\"alignnone size-large wp-image-9978\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18796-1024x768.jpg\" alt=\"160216_Kum &amp; Go 18796\" width=\"1024\" height=\"768\" />\r\n</a><em>Dedicated innovation space, such as the growler bar, provides the opportunity to test out new ideas that elevate the customer experience.</em>\r\n\r\nOriginally published in <a title=\"design:retail\" href=\"http://www.nxtbook.com/nxtbooks/designretail/201607/#/50\" target=\"_blank\">design:retail</a>', 'Kum &...Stay?', '', 'inherit', 'closed', 'closed', '', '2201-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2201, 'http://cbx.cappendev.com/2201-revision-v1', 0, 'revision', '', 0),
(2944, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Chain drug retailers are being challenged to free up additional retail space and to reconfigure their stores to keep pace with competitors’ new brandings and offerings, according to Duane Chudy, president and chief executive officer of TCGRx, a supplier of work-flow solutions and pharmacy automation.\r\nThe market, he notes, is constantly driving pharmacy operators to invent new ways of doing business to stay competitive and profitable, and retailers are turning to innovate store designs and fixtures as key components in those efforts.\r\n\r\n“We have been designing pharmacies and integrating automation for years,” he says, adding that the Wisconsin-based firm helps pharmacies shrink their square footage without sacrificing service.\r\n\r\nJames Sundstad, vice president of branded environments at CBX, an agency that helps build brands through innovative store designs and other initiatives, agrees that the blurring of retail channels and the increased competition within the drug store industry and from other trade channels has inspired new concepts in store designs, layouts, and fixtures.\r\n\r\nDrug stores, without abandoning their pharmacy and health and wellness images, have evolved into convenience stores in the minds of many customers, whereas other customers are turning to convenience stores for many of their over-the-counter medicines.\r\n\r\nMark Gillham, collaborative store leader at Jackman Reinvents, adds that retailers are spotlighting and showcasing products in a more profound way by adopting and utilizing store designs and fixtures. Jackman Reinvents has worked with such retailers as Duane Reade, Walgreens, Rexall Health and Sobeys Inc. on store design initiatives.\r\n\r\n“We help organizations reinvent the customer experience to drive growth and win against competitors,” he explains. “We do this by bringing business and creative strategy together in a collaborative end-to-end process.”\r\n\r\nOne fixture line that TCGRx recently brought to the pharmacy market is HDStock, it’s high-density cabinets that can reduce a pharmacy’s medication storage footprint by up to 50%, in the process opening up space to implement such functions as patient consultative services and vaccination rooms or expanded retail merchandising areas, all without expanding an existing floor plan. With HDStock—available in six features—the unique layouts and work flows of pharmacies are addressed.\r\n\r\nChudy says that the HDStock system has been designed to be expandable and that the fixtures can be customized with colors and finishes to match the look of an existing pharmacy.\r\n\r\nAt CBX, the agency works with retailers to provide customers with unique brand experiences through novel layouts, whether that customer is in the store for a “grab-and-go” item or for more of a complete purchase transaction, says Sundstad.\r\n\r\nHe says that one trend in the design/fixtures arena is that products that were once confined to higher shelves are now placed at lower levels on gondolas to attract the customer and in the process build brand loyalty. He cites the approach that Bartell Drugs has taken to usher in local merchandise—including specialty chocolates, local products and gifts—to some neighborhood stores, where they are displaying the high-end products on attractive end-caps, gondolas, and in-aisle fixtures.\r\n\r\nAt CBX client Duance Reade, success was achieved several years ago when cosmetic counters and fixtures once nearly exclusive to department/specialty stores were introduced to drug stores. By highlighting the cosmetics section as a uniquely branded area of the store, sales increased dramatically. Duane Reade is also among pharmacy retailers that now depend on lower pharmacy counters as vehicles to help forge stronger bonds between pharmacists and patients.\r\n\r\nChanges in store designs and fixtures are also reflected in the increased integration of perishable and nonperishable food in the drug channel. Gillhman says a “big game changer” in this trend is seen at Shoppers Drug Mart as a result of its recent acquisition by Loblaw Cos. New formats at SDM stores have expanded square footage to accommodate fresh/perishable items.\r\n\r\nOriginally published in Chain Drug Review Magazine', 'Latest Fixtures Help Retailers Get More Out of Their Space', '', 'inherit', 'closed', 'closed', '', '2249-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2249, 'http://cbx.cappendev.com/2249-revision-v1', 0, 'revision', '', 0),
(2945, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<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', '', 'inherit', 'closed', 'closed', '', '2088-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2088, 'http://cbx.cappendev.com/2088-revision-v1', 0, 'revision', '', 0),
(2946, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2056-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2056, 'http://cbx.cappendev.com/2056-revision-v1', 0, 'revision', '', 0);
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(2947, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>I’m not sure we could have asked for anything more the first time out of the gate.\r\nNearly 140 people came to Chicago in early June to learn and share their time and experience about the private label industry at PLBuyer’s first conference, Private Label: The Next Generation.\r\n\r\nWe wanted to fill a niche within our industry, creating a conference that was focused on retailers, the problems and challenges that they face and some of the experiences and successes that they’ve found along the way.\r\n\r\nClearly, we struck a chord. Attendees representing 15 retailers in the U.S., Mexico and Canada were on hand for the event. Some of them were among our strong lineup of speakers, others came along to learn and network.\r\n\r\nOur attendees stretched across nearly every channel, with grocery, dollar, warehouse, mass merchandise and convenience represented.\r\n\r\nSo what did we learn? What could all of us take away from this event?\r\n\r\nThe general consensus was that the old approach to marketing, merchandising, development and partnerships is not the way to succeed in the future.\r\n\r\nSafeway’s Joe Ennen talked about retailers doing their own consumer research and listening to their customers rather than reacting to the national brand manufacturers’ trends.\r\n\r\nLongo Brothers Fruit Markets’ Jenny Longo and Robert Koss said creating a premium tier for private label meant not simply settling for small variations in products to make that distinction. Rather, their signature tier is comprised of family recipes and unique products that can not be found on other shelves.\r\n\r\nTerry Lee of Private Brand Advisors said we needed to capture customers’ attention quickly as quick trips in new channels such as convenience and dollar stores increase. And Todd Maute from CBX went through a quick case study of Duane Reade’s private label transformation, linking its private label program to customers where they live, in New York City.\r\n\r\nNew approaches. New thought processes. New packaging. New outreaches to customers.\r\n\r\nSam Mayberry of Supervalu ended with the biggest indication of where we’re going. Fitting that our final keynote speaker would point the way to tomorrow.\r\n\r\n“I really think there’s a larger play for collaboration with everyone who can get the product off our shelves and into the hands of consumers,” he said.\r\n\r\nPrivate label is no longer the domain of suppliers pitching products to retailers, or retailers finding categories to create me-too items from CPG companies. The future will involve more close work between retailers and suppliers, from the infancy of developing products through the packaging and merchandising of the products in stores.\r\n\r\nWe’re all in this together. That’s what we continued to learn last month. I can’t wait to find out what we learn next year.<p>\r\n\r\n<a href=\"http://digital.bnpmedia.com/display_article.php?id=1108145\" target=\"_blank\">http://digital.bnpmedia.com/display_article.php?id=1108145\r\n</a>', 'Learning to Fly', '', 'inherit', 'closed', 'closed', '', '1674-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1674, 'http://cbx.cappendev.com/1674-revision-v1', 0, 'revision', '', 0),
(2948, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>WHO:</strong> 826NYC, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, and CBX, a Manhattan-based branding agency..\r\n<strong>WHAT:</strong> The students and agency joined together for \'The Great Lemonation Imagination Collaboration\' workshop, a two-month project to create a dream lemonade stand. Students, aged 9-12, from 826NYC will operate the stand for a day in Flatiron Plaza, the culmination of a pro-bono effort led by CBX in which the children\'s creative energies were tapped for everything from the naming of the business to the design of the logo, stand, product packaging, and uniforms. Students and 826NYC supporters will be on hand to give away the lemonade and collect donations. Executives from CBX and 826NYC will be available for interviews, along with the students. To view a 1-minute video of the project, visit: www.cbx.com.\r\n.\r\n<strong>WHEN:</strong> Wednesday, August 20, from 10:00 a.m. to 6:00 p.m..\r\n.\r\n<strong>WHERE:</strong> Flatiron Plaza (SW corner of Broadway and 23rd Street in Manhattan).\r\n.\r\n<strong>MORE DETAILS:</strong> 826NYC (<a href=\"http://www.826nyc.org/\" target=\"_blank\">www.826nyc.org</a>) is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips. The Brooklyn-based organization specializes in writing-based projects including college essays, student publications, creative-writing assignments, and expository papers. The 826 organization was launched by Dave Eggers, author of best-seller \"A Heartbreaking Work of Staggering Genius\" and founder of publishing house McSweeney\'s..\r\n.\r\nCommenting on the project, Eggers said: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX is right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"', 'Lemonade!', '', 'inherit', 'closed', 'closed', '', '1988-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1988, 'http://cbx.cappendev.com/1988-revision-v1', 0, 'revision', '', 0),
(2949, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Joe Bona\r\nPanera Bread recently announced plans to open hundreds of branded convenience stores in major markets across the United States. The Chicago-based chain, which posted sales of $3.7 billion in 2012, said the new stores will be hybrid versions of its popular fast-casual restaurants, but with fuel pumps, snacks and other c-store mainstays as part of the mix. The rollout could begin as early as 2014.\r\n\r\nBefore you react with alarm or bewilderment to the paragraph above, I should point out that nothing in it is true — except for the part about Panera generating $3.7 billion in 2012. But if the idea of going head-to-head with Panera made you uneasy, even for a moment, this is understandable.\r\n\r\nUse a Venn diagram to compare the attributes of c-store and fast-casual food strategies and the overlap is considerable. Both sectors target on-the-go shoppers who need to get in and out in a flash. Both aim to broaden their appeal by combining higher-quality food ingredients with sparse, easy-to-understand menus. And as they seek to innovate, both c-stores and fast-casual chains are paying much closer attention to brand-reinforcing graphics, store design and the total customer experience.\r\n\r\nFor its part, the fast-casual sector has honed this formula to near-perfection, with impressive results. According to research firm Technomic Inc., “Fast-casual makes up just 14 percent of the total $223 billion limited-service restaurant segment, but its sales continue to outpace other operators. Fast-casual sales increased 13 percent in 2012, and the largest chains did even better, growing by 16 percent.”\r\n\r\nBut despite all the overlap in the aforementioned Venn diagram, rarely if ever does the c-store sector look outside itself for new and innovative approaches. For years now, a few chains — the likes of RaceTrac, Wawa and QuikTrip, to name a few — have led the pack and spawned quite a bit of imitation, with some of their competitors repeatedly taking “best practice tours” in which they visit these innovators’ new stores in search of creative ideas.\r\n\r\nInnovation is different from imitation, however. Given all the channel blurring in food today — with dollar stores, drugstores, c-stores, quick-service restaurants and other businesses increasingly competing for the same customer — looking outside your own sector is arguably not just a best practice; it is a strategic imperative.\r\n\r\nIf c-stores want to build their brands around stronger food offerings, they would do well to branch out and study what is happening in sectors with which they share some commonalities. Panera and Pret A Manger sell sandwiches, which are precisely what so many of the better c-store retailers are focused on these days.\r\n\r\nWhy have consumers responded so enthusiastically to fast-casual chains? How do these chains approach preparation, distribution, traffic flow, presentation and signage? Like c-stores, today’s fast-casual chains contain a number of self-serve elements, such as fountain-drink stations, coffee services and beverage coolers. Pret A Manger, in particular, is all grab-and-go — a convenience store, minus the smokes and the gas.\r\n\r\nWhat successful elements from this could be adapted for a c-store context? Picture what Panera or Chipotle might actually look like as a hybrid convenience store/fast-casual restaurant. What would have to change? What could stay the same? Operationally, how large would a c-store company have to be before it could launch its own commissary and begin stocking its stores with prepared foods worthy of the best in fast-casual?\r\n\r\nIn all likelihood, asking such questions would not lead to a total remake of the decades-old c-store model. But it could very well spark some creative approaches that yielded real benefits for those brave enough to try.\r\n\r\nNaturally, risk-taking is a part of this. The typical evolution involves launching a test concept and spending a lot of money to work out the kinks. Tests fail, which is perhaps why so many c-store chains tend to favor low-risk, equipment-based solutions to their foodservice offers. But the upside of automated approaches, such as savings on labor and storage space, should be considered along with the potential downside: namely, a perpetuation of the consumer perception that c-store food is greasy, unhealthy and stale.\r\n\r\nStealing pages from Panera Bread or Pret A Manger, by contrast, would entail a high level of commitment, with different skill positions, a bigger investment in people and infrastructure, additional training and more storage space. And yet, you can bet the millions of Americans who regularly patronize fast-casual restaurants spend plenty of time visiting c-stores as well. These consumers have more choices today than ever. They are accustomed to switching from one brand to the next. And their frantic schedules actually favor more one-stop shopping at convenience stores.\r\n\r\nConsider Technomic’s 10 Trends for 2014 report. Published in November, it highlights the breakdown of traditional meal times as a trend to watch. “Consumers are less likely to eat according to a three-square-meals schedule; they nosh, skip meals, eat breakfast for dinner and vice versa,” the researchers explain. “More restaurants are introducing innovative breakfast items…often available all day. And while breakfast- and lunch-only concepts are building a niche, other operators are promoting late-night breakfast menus, often in conjunction with 24-hour drive-thru service.”\r\n\r\nThat sounds an awful lot like a national to-go order for more convenient approaches to food. Will the c-store sector rise to the challenge?\r\n\r\nRead more: <a href=\"http://www.csnews.com/print-topstory-lessons_from_fast_casual-64892.html\" target=\"_blank\">http://www.csnews.com/print-topstory-lessons_from_fast_casual-64892.html</a>', 'Lessons from Fast-Casual', '', 'inherit', 'closed', 'closed', '', '1890-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1890, 'http://cbx.cappendev.com/1890-revision-v1', 0, 'revision', '', 0),
(2950, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2099-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2099, 'http://cbx.cappendev.com/2099-revision-v1', 0, 'revision', '', 0),
(2951, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2105-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2105, 'http://cbx.cappendev.com/2105-revision-v1', 0, 'revision', '', 0),
(2952, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'LIA has announced the first stand-alone jury recognizing the importance of verbal branding. The 2016 LIA Verbal Identity Jury will focus on the assets of a brand that relate to naming, phrasing, and communications. It is being introduced as a medium for this year\'s awards, after serving as a category under the Design medium in 2015.\r\nThe inaugural jury president will be Chris West, managing director of the London-based brand consultancy, Verbal Identity Ltd.\r\n\r\nSays West: \"I am honoured to be the president of the Verbal Identity Jury at the 2016 LIA Awards, with a Jury that consists of some of the world\'s most respected creators and users of powerful brand language today. Like Steve Martin said: \'Some people have a way with words, and other people...oh, uh, not have way.\'\"\r\n\r\nWest launched the verbal brand strategy consultancy Verbal Identity in 2013, accumulating a number of high-profile clients from the luxury goods, technology, cosmetics, brewing and automotive industries, including the House of Alexander McQueen, Fred Perry, SABMiller, Hunter and Staples. He started his career in the 90s as a highly-awarded copywriter working at Saatchi, BBH, Leagas Delaney, RKCR and Mother, and claims authorship of two \'Billion Dollar lines\' (\"You never actually own a Patek Philippe. You merely look after it for the next generation,\" and Pringles\' \"Once you pop, you can\'t stop,\").\r\n\r\n2016 Verbal Identity Jury:\r\nRachel Bernard, VP, Director of Verbal Strategy, CBX, New York\r\nSean Doyle, Owner, Panic, London\r\nAmanda Liu, VP &amp; Creative Director, Labbrand Brand Innovations, Shanghai\r\nSteve Martin, Director, Eat Creative, Tokyo\r\nBen Zimmer, Language Columnist, Wall Street Journal, Jersey City\r\n\r\nCategories in this medium include:\r\nCampaign Tagline/Endline - The creation of a single line/phrase, that is consistently applied across all or most of the brand\'s/product\'s communications, and which is designed to sum up the communications so as to become a shorthand for the brand\'s positioning.\r\nNaming - The creation of a new brand or product name that suggests the soul and positioning of a new product or brand in an evocative and memorable way.\r\nTone of Voice - The development of a character-rich and relevant voice for a product or brand in its written and/or spoken communications.\r\nUse of Copywriting\r\n\r\nAll companies and/or individuals involved in the creative process are eligible to enter.\r\nFor more information on submissions and eligibility: Eligibility.\r\n\r\nWork submitted must be broadcast, published or released in a commercial environment with client approval between 1st July 2015 and 31st July 2016.\r\n\r\nOriginally posted by <a href=\"http://www.campaignbriefasia.com/2016/05/lia-reveals-new-verbal-identit.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+campaignbriefasia+%28Campaign+Brief+Asia%29\" target=\"_blank\">Campaign Brief Asia</a>', 'LIA Reveals New Verbal Identity Category', '', 'inherit', 'closed', 'closed', '', '2171-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2171, 'http://cbx.cappendev.com/2171-revision-v1', 0, 'revision', '', 0),
(2953, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Gregg S. Lipman, Managing Partner, CBX and Joe Bona, President of Branded Environments, CBX, spoke about how retail is changing.\nThe fundamentals of retail today are the same as they were 2,000 years ago. It\'s only the way brands go to market and communicate with consumers that have changed.\nIn today\'s \"always on\" market, it\'s more dynamic and every one is communicating at once. We\'ve moved to multi-channel, to hyper-channel to omni-channel. The brand needs to communicate on each channel without losing its essence.Everything is retail because of digital.\nProducts will exist in a cloud that will aggregate data, provide insights, customer service, etc, the internet of things is coming, if not already on its way.\nWhat will drive and motivate consumers to drive to a brick and mortar store in this age?\nCreate 3D experiences that 2D cannot achieve, stimulate all the physical senses.\nPeople still seek experiences. That entertain, inspire &amp; delight. Provide consumers with a \"special treat.\"\nGuest experience: community, product, service, shared values/experiences\n\n<strong>3 Case Studies were examined:</strong>\n\n<span style=\"text-decoration: underline;\">Duane Reade:</span>\n\nReinvented themselves around Pharmacy, beauty needs, and daily living/convenience needs expressly for New Yorkers.\n\n<span style=\"text-decoration: underline;\">Philabundance:</span>\n\nWanted to offer happy, fresh, approachable foods to food desert communities.\n\n<span style=\"text-decoration: underline;\">Terpel/Copec:</span>\n\nWanted to make the motor oil pump experience very different, branding itself as the leader, future of fuel.\n\nExperience, design, and physical rich experience is what will lead vibrant retail in the future.\n\n&nbsp;\n\n<a href=\"http://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29\" target=\"_blank\">http://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29</a>', 'Live from FUSE: Changing the Face of Retail', '', 'inherit', 'closed', 'closed', '', '1808-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1808, 'http://cbx.cappendev.com/1808-revision-v1', 0, 'revision', '', 0),
(2954, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<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', '', 'inherit', 'closed', 'closed', '', '2025-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2025, 'http://cbx.cappendev.com/2025-revision-v1', 0, 'revision', '', 0),
(2955, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Joseph Bona\r\nChalk it up to the law of unintended consequences. Forward-thinking limited-service chains have spent the past few years searching for ways to ramp up the customer experience — up to and including encouraging people from all walks of life to use their stores as hangouts and even Wi-Fi-enabled \"third place\"-style offices. But now the likes of Starbucks and McDonald\'s face a chorus of criticism from camps with opposite agendas.\r\n\r\nOn one side are those who are outraged by the decision these chains have made to oust certain loiterers. A Jan. 27 article in The New York Times (\"The Food May Be Fast, but These Customers Won\'t Be Rushed\") called attention to the trend. It cited PR nightmares such as the Starbucks store that kicked out a group of deaf people who were not ordering enough coffee, and the McDonald\'s restaurant that ushered out a group of older Koreans, sparking a worldwide boycott in the bargain.\r\n\r\nDon Mitchell, a professor at Syracuse University, was among those none too pleased. He told the newspaper: \"Taking up space is a way to claim a right to be, a right to be visible, to say, \'We\'re part of the city too.\' \"\r\n\r\nBut the online comments triggered by the article were full of exactly the opposite sentiment.\r\n\r\n\"Too often I\'ve had to walk out of a Starbucks without buying a coffee and pastry because all tables and chairs are taken by people just reading books or laptops,\" noted one reader. Another said his local McDonald\'s was inhabited by scary-looking drug addicts: \"Nothing makes a customer like me take his food and leave like a scary, skinny, dirty guy staring angrily at me while I am eating because I am in \'their\' side of the restaurant.\"\r\n\r\nKick loiterers out, and you get slammed. Ditto if you let them stay. So how can restaurants create an inviting customer experience without playing socio-economic favorites and incurring the wrath of the politically correct on one side, and their better customers on the other?\r\n\r\nThere are no easy answers here. Today\'s chains face a massive threat from Amazon and other ecommerce retailers, which is why brick-and-mortar retail CEOs constantly talk about \"place-making\" and \"destination retail.\" Walk into the Nordstrom store at Bellevue Square in Seattle and you\'ll find a full-fledged cocktail bar. Even some c-store chains now strive to create café-style atmospheres.\r\n\r\nBut chains cannot have their cafés and tell people to \"beat it,\" too. Once you start offering free Wi-Fi and putting in soft-seating lounges, you have to stand by your commitment to customers. Setting blanket time limits on how long people can stay is a formula for driving your customers to your rivals.\r\n\r\nBut limited-service chains do have every reason to protect their customers from behaviors that cross the lines of societal acceptability. If someone is drunk, loud, malodorous or abusive, that person can and should be shown the door. The trick is to train employees and managers, not only in how to recognize this behavior, but also in how to deal with it safely, sensitively, fairly and legally. The handbook should be explicit: People can stay here as long as they want, so long as their behaviors are consistent with societal norms and the law.\r\n\r\nThis is not about how much time or money people spend. It\'s about making people feel valued and welcome — a legitimate basis for long-term customer loyalty if ever there was one.\r\n\r\nRead more: <a href=\"http://www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chains\" target=\"_blank\">www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chain</a>s', 'Loitering: Critics on both sides of the fence slam limited-service chains', '', 'inherit', 'closed', 'closed', '', '1949-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1949, 'http://cbx.cappendev.com/1949-revision-v1', 0, 'revision', '', 0),
(2956, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2103-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2103, 'http://cbx.cappendev.com/2103-revision-v1', 0, 'revision', '', 0),
(2957, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>As it seeks to tweak its image, Lyft announced its hire of Jesse McMillin, a former Virgin America employee.</strong>\r\nRide-hailing service Lyft is bringing in top talent with its recent hire of Jesse McMillin, the former creative director at Virgin American who had helped to transform that company’s image.\r\n\r\nLyft announced the hire in a blog post on July 29, giving McMillin a platform to introduce himself and his mission for the company. “It’s not every day that all of the ingredients for an amazing brand perfectly align and create a space where the potential and opportunity is entirely limitless,” he wrote. “To be a part of shaping the path for where such an exciting brand will go is not only a special opportunity, it’s the chance of a lifetime.”\r\n\r\nDuring his tenure at Virgin America, McMillin was responsible for projects including a new <a href=\"https://www.youtube.com/watch?v=DtyfiPIHsI\" target=\"_blank\">in-flight safety video</a> that drew praise for its entertainment value. In fact, the video went viral, and was viewed nearly 10 million times on YouTube.\r\n\r\nAs he attempts to make his mark on Lyft, especially as it tries to grow amid legal problems and a <a href=\"http://fortune.com/2014/07/25/after-a-two-week-delay-lyft-finally-launches-in-new-york/\" target=\"_blank\">rocky start to service in New York City,</a> McMillin has bold plans. In an interview with <a href=\"http://www.wired.com/2014/08/lyft-taps-virgin-americas-design-honcho-to-tranform-its-goofy-image/\" target=\"_blank\">Wired </a>on Tuesday, McMillin called Lyft an “underdog,” and that the company’s signature pink, fluffy mustache attached to the front of its driver’s cars may evolve in the future. “There are different ways you might execute the power of an icon. We’ll be thinking about the next life of the mustache,” he told Wired.\r\n\r\nGregg Lipman, a managing partner at the branding firm CBX, called Lyft’s hire a strong one. “Virgin is a pretty good training ground to choose from,” he told Fortune in an email.\r\n\r\nLipman praised the company’s current image as “quirky, unique and ownable.” He added that the decision to hire McMillin may be a solid choice, especially if Lyft hopes to reach a wider range of customers. “The question will be, as competition with Uber increases, and they both deal with regulation and the inevitable backlash, will this cute, perky persona be adaptable to a broader ubiquitous audience – and will it need to?” he said.\r\n\r\nAnd like with McMillin, the mustache became a focal point for Lipman when discussing Lyft’s look going forward. “I can’t see them losing the mustache in the near future. Maybe a dye job would do, but not a shave,” he added.\r\n\r\nBut, interestingly, the company has seemingly already begun distancing itself from the pink appendage. In its newly minted New York City service, for instance, cars are without the signature mustaches attached to the grilles. Instead, a small, pink one will hang on the windshield, according to <a href=\"http://www.bloomberg.com/news/2014-07-25/lyft-says-it-will-begin-new-york-city-service-tonight.html\" target=\"_blank\">Bloomberg</a>. Maybe it’s a signal of what’s to come.\r\n\r\nRead more: <a href=\"http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/\" target=\"_blank\">http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/</a>', 'Lyft\'s new creative director: Trim the pink mustache or leave it alone?', '', 'inherit', 'closed', 'closed', '', '1983-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1983, 'http://cbx.cappendev.com/1983-revision-v1', 0, 'revision', '', 0),
(2958, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>Schweppes wanted to freshen up its image yet draw on the traditions of the sparkling beverage brand, which was founded in 1783.\r\n\"Redesigning a brand with 230 years of heritage was no easy task,\" says Tony Jacobs, senior vice president of marketing with Dr Pepper Snapple Group, which markets Schweppes ginger ale and other sparkling drinks in the U.S. and Canada. \"Get it wrong, and you\'ve alienated millions of consumers.\"\r\n\r\nThe company brought in brand agency CBX, which spent six months on a design that tackled the desired look and feel of the packaging, which is currently rolling out to store shelves.\r\n\r\nThe angle of the resulting brand logo and banner were tilted counterclockwise (1) for \"a little more energy and movement, while allowing the brand to appear larger and more impactful,\" says Satoru Wakeshima, senior vice president and general manager of CBX. Now, when viewed from the front, the brand mark looks larger—even though it isn\'t.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/11/PJ-BK761_FIXDEC_DV_201211071845192.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/11/PJ-BK761_FIXDEC_DV_201211071845192.jpg\" alt=\"\" title=\"PJ-BK761_FIXDEC_DV_20121107184519\" width=\"262\" height=\"262\" class=\"alignleft size-full wp-image-5374\" /></a>\r\n\r\nThe brand mark, which Schweppes also refers to as the ribbon(2), now has a \"clear beginning and end.\" Before, the ribbon \"curled on the edges,\" says Mr. Wakeshima. Now its shape is more sharp, signaling strength and a contemporary spirit, he says.\r\n\r\nCBX replaced the detailed gray border on the ribbon with a slim silver border (3) for a cleaner look that Mr. Wakeshima says makes the brand name appear more assertive.\r\n\r\nThe red fountain seal was slightly enlarged and was given depth to make it more three-dimensional. The illustrated fountain and dolphins (4) were enhanced. \"The slight adjustment of the details of those elements all serve to make the seal more legible,\" he says.\r\n\r\nAlso, founder Johann Schweppe\'s signature (5) was given more prominence. \"You could barely see it before,\" says Mr. Wakeshima. The designers brought it \"to the forefront, proudly endorsing the brand\'s quality and heritage.\"\r\n\r\nThe bubbles on the packaging (6) are now \"more lyrical,\" says Mr. Wakeshima. They are shown moving from bottom to top and going across, in contrast to the past bubbles that moved straight, from bottom to top.\r\n\r\nConsequently, Mr. Wakeshima says, the bubbles\' movement looks \"a little more random, more realistic in terms of how you would experience effervescence.\"\r\n\r\n<a href=\"http://online.wsj.com/article/SB10001424127887324439804578104901147734158.html\" target=\"_blank\">http://online.wsj.com/article/SB10001424127887324439804578104901147734158.html</a>', 'Marketing Decoder: Schweppes Bottles', '', 'inherit', 'closed', 'closed', '', '1778-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1778, 'http://cbx.cappendev.com/1778-revision-v1', 0, 'revision', '', 0),
(2959, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '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', '', 'inherit', 'closed', 'closed', '', '2017-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2017, 'http://cbx.cappendev.com/2017-revision-v1', 0, 'revision', '', 0);
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(2960, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<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', '', 'inherit', 'closed', 'closed', '', '2129-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2129, 'http://cbx.cappendev.com/2129-revision-v1', 0, 'revision', '', 0),
(2961, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p><strong>THE PRODUCT</strong>A fast, easy breakfast that’s delicious every time—who wouldn’t enjoy that? This is exactly what Mom Brands wants to bring to breakfast tables across the U.S. with innovative packaging of its Better Oats Instant Oatmeal packaging.\r\nThe package uses traditional materials—a paperboard carton that houses plastic-lined paper packets—but cleverly decorates the pouches to awaken a new level of functionality. Each pouch includes a fill line that transforms the tall, slender packet into a measuring device.\r\nThe measuring packet helps deliver a more consistent product experience because consumers don’t have to guess at the amount of water needed just because a traditional measuring cup isn’t available.\r\nThe tall, slender structure of the packets and their carton also enables more boxes and thus more varieties of Better Oats to fit in the same retail space. Mom Brands reports that retailers were so excited about being able to stock more variety in less space that Better Oats reached 80 percent all commodity volume distribution the first year after launch.\r\n\r\nBut what do package designers think?\r\n\r\n<strong>THE VERDICT</strong>\r\nMom Brands has done a great job of re-imagining what oatmeal could look like. Often, we as designers and brand managers take for granted category assumptions like oatmeal always being in a square pouch and in a horizontal pack.\r\nWhy not change it up and go vertical?\r\nFresh thinking, while maybe not sexy, can resonate with consumers and where they store their food, e.g., the pantry or cupboard. Retailers probably love fitting more packs on shelf! I love the extra thought behind creating a stadium die cut to remind consumers how many pouches are left as well. So often consumers look at a closed box and think that it’s full—this is a constant reminder: Go buy more of me!\r\nSean Huls, brand-design manager, ConAgra Foods\r\n\r\nThe outer carton speaks to healthy, while the inner pouch conveys sustainability and convenience. For a brand preaching innovation, the inner pouch contains no logo or brand identifier that enables the brand to take credit.\r\nRick Barrack, chief creative officer, CBX\r\n\r\nOne of the interesting design features of this product is its inner pouch functioning as a measuring cup. This feature, coupled with the pouches’ clean, easy to read and use graphics, is smart design!\r\nBusha Husak, creative director,\r\nThe Design Company\r\n\r\nBeing an oatmeal lover, the interior measuring packets are a very smart solution. However, the secondary packaging is a disconnect from the primary package. The primary is a ubiquitous replication of big-brand cereal cues, while the interior is a good stab at simplicity using materials with a natural look. It’s a shame the interior aesthetic wasn’t translated across the brand.  PD\r\nJohn Nunziato, founder and creative director, Little Big Brands\r\n\r\n<a href=\"http://www.packagedesignmag.com/content/measured-results-innovative-pouches-make-breakfast-delicious\" target=\"_blank\">http://www.packagedesignmag.com/content/measured-results-innovative-pouches-make-breakfast-delicious\r\n</a>', 'Measured Results: Innovative Pouches Make Breakfast Delicious', '', 'inherit', 'closed', 'closed', '', '1664-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1664, 'http://cbx.cappendev.com/1664-revision-v1', 0, 'revision', '', 0),
(2962, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>MONTERREY, Mexico -- North America\'s largest convenience store operator is setting its sights on expanding its foodservice offerings. To that end, Cadena Comercial OXXO has hired strategic branding and retail design consultant CBX to help meet that goal.\r\nOXXO, which is headquartered here, currently operates 8,426 c-stores across Mexico and Latin America. It is wholly owned by FEMSA, a beverage company best known as brewers of Sol, Carta Blanca, Tecate and Indio beer. The stores\' foodservice menu currently features hot goods, sodas and bakery items.\r\n\r\nIn addition to working together to expand the menu, OXXO and CBX will be putting their heads together on various operational matters related to the food program. \"Mexico\'s middle class continues to grow and OXXO wants to position itself for future growth and profit,\" said Ralph Sloan, senior partner, retail at CBX.\r\n\r\nIts foodservice program is not the only thing OXXO is expanding; it is also growing its footprint. The convenience store chain is on track to field more than 12,000 stores by 2014. In 2010 alone, OXXO opened the doors on approximately 1,080 new stores -- averaging 2.9 new stores a day.\r\n\r\n<a href=\"http://www.foodservice.csnews.com/top-story-mexico_s_largest_c_store_chain_looks_to_improve_foodservice_offer-864.html\" target=\"_blank\">http://www.foodservice.csnews.com/top-story-mexico_s_largest_c_store_chain_looks_to_improve_foodservice_offer-864.html\r\n</a>', 'Mexico\'s Largest C-Store Chain Looks to Improve Foodservice Offer', '', 'inherit', 'closed', 'closed', '', '1760-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1760, 'http://cbx.cappendev.com/1760-revision-v1', 0, 'revision', '', 0),
(2963, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<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', '', 'inherit', 'closed', 'closed', '', '2063-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2063, 'http://cbx.cappendev.com/2063-revision-v1', 0, 'revision', '', 0),
(2964, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'A recent study by market intelligence agency Mintel reveals that 69% of U.S. adults shop online monthly, trading in the brick-and-mortar retailers for the more convenient e-tailers. And a great percentage of these sales are being done on mobile.\r\nThat’s why it’s important for designers and marketers to leverage the ever-growing mobile market to optimize their brand messaging, strengthen relationships with consumers, and grow sales.\r\n\r\n<strong>Brands in Action</strong>\r\n\r\nAccording to Google Analytics, people are using mobile for three critical moments in the shopping journey: to get ideas and inspiration, to learn more about a product and comparison shop, and finally, to purchase. It’s not enough to just cut and paste a picture of your package and post it online, and not every piece of information about the product needs to be put on the pack.\r\n\r\n“Marketers need to think about designing an experience for the needs of each distinct moment of consumer engagement,” says Dustin Longstreth, branding strategist with CBX. “A mobile presence provides brands the opportunity to go deeper into ideas and inspiration on how the product can be used. It’s also a great platform to provide additional product info, for example ingredient sourcing, craftsmanship stories, consumer reviews, and rankings relative to competitive brands.”\r\n\r\nCraig Besnoy, senior director, digital business at global technology consulting firm Mindtree notes new age consumers use mobile devices to make buying decisions, ask questions and pay bills and to win the attention of these consumers, CPG companies need to deliver consistent brand experiences across mobile channels.\r\n\r\n“Mindtree has partnered with five of the top 10 global CPG enterprises to reshape their IT strategies, which has resulted in mobile site development, mobile app development, analytics, testing, maintenance, regional localization, content updates and master data management,” he says. “By focusing on the technology tools available, designers and marketers can leverage the mobile market to optimize their brand message.”\r\n\r\nHopsy is a San Francisco-based craft beer curation and delivery service that uses NFC OpenSense tags on their signature “growlettes” so when customers tap their phones to the label, they instantly access videos and other content with information about that specific beer, where it’s from, how it was made and more.\r\n\r\nThe Tim Horton brand has a QR code on the sleeves of its coffee so when a consumer scans it with his or her mobile device, it links consumers to news feeds and information. Dr. Shankar says this is ideal for reaching a consumer in the morning.\r\n\r\n“It’s all about thinking differently,” he says. “In the past, CPG brands used to shout to consumers through mass media advertising. Now, they need to engage consumers one-on-one through relevant messaging, packaging, and keep the brand as relevant to their daily life.”\r\n\r\nDiageo recently partnered with Thin Film Electronics to create the Johnnie Walker Blue Label smart bottle, which leverages NFC (Near Field Communication) technology, a solution different from QR codes.\r\n\r\n“Unlike a QR code that needs to be scanned using an app, NFC is already embedded into most smartphones,” Besnoy says. “Simply tapping a mobile device can activate NFC content. Consumer engagement is enhanced since this will allow the brand to send consumers personalized communication that can contain any type of marketing content.”\r\n\r\n<strong>Specs for Mobile\r\n</strong>\r\nMobile has increased consumer engagement in the buying experience by providing on-the-spot information in a way that is enticing, informative and easily accessible. Consumers can make choices without the assistance of sales staff, so packaging must be increasingly informative and educational in ways that are easily read at small sizes.\r\n\r\nDesign considerations include simplicity of imagery, effective typographic hierarchy, bright colors and text that is visible, visual and written for visual scanning instead of reading. Catchy pictures, fonts and colors are all key packaging traits for attracting those using mobile. Also, designers should test the effectiveness of the packaging for viewing in both portrait and landscape modes, in small sizes, and in different lighting environments.\r\n\r\n“When designing for any mobile device in a responsive design strategy, it is essential to consider the constantly changing compositional issues,” Frear says. “Typeface selection and application is critical to readability on digital devices. Logos must be simplified to be communicative and recognizable at small sizes. Color balance and contrast is also of great importance to viewing packaging information on a small screen.”\r\n\r\nDesigners and marketers must always consider these size and format limitations when creating new packaging that will inevitably be viewed on a digital device.\r\n\r\nLongstreth says CPG brands need to think of it more like a creating a series of interactions and experiences designed to serve as the consumers’ personal help desk or shopping assistant.\r\n\r\n“The pack may grab their attention, but the mobile experience is there to prime the pump and, in many cases, close the deal,” he says. “In designing for mobile, think of opportunities to expand the conversations you are having and the experiences you are able to deliver, rather than simply repeating the same message and posting the same design. This starts with establishing a deep understanding of the customer journey.”\r\n\r\nRemember, the intention of mobile marketing is to help and include the consumer in telling a brand’s story, so any communication where the consumer feels like he or she is participating will be welcome and successful.\r\n\r\nRead the full article in <a href=\"http://www.packagedesignmag.com/content/mobile-matters\" target=\"_blank\">Package Design Magazine</a>\r\nPhotos courtesy of Keith Loria', 'Mobile Matters', '', 'inherit', 'closed', 'closed', '', '2234-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2234, 'http://cbx.cappendev.com/2234-revision-v1', 0, 'revision', '', 0),
(2965, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<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', '', 'inherit', 'closed', 'closed', '', '2064-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2064, 'http://cbx.cappendev.com/2064-revision-v1', 0, 'revision', '', 0),
(2966, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>Urban Outfitters is putting bars in stores.</strong>\r\nHow can brick-and-mortar stores respond to stiff competition from online retailers? The answer, it seems, is to mix customers a stiff drink.\r\n\r\nRetailers around the country are trying to draw in customers by installing bars in their stores, USA Today reported. Urban Outfitters, for instance, has three locations (in Brooklyn, Los Angeles and Austin, Tex.) that feature several bars. The chain encourages customers to browse its offerings with a drink in hand. The Brooklyn Urban Outfitters, for instance, includes two bars, one on the roof and another on the third floor in the men’s department, as well as an Israeli barbecue restaurant.\r\n\r\nUrban Outfitters isn’t the only retailer trying to lure in customers for happy hour. A Target store in Chicago with a Starbucks serves the coffee chain’s “evenings” menu with wine and beer. And Barnes &amp; Noble will open a handful of stores in the fall that feature sit-down restaurants with table service, which will serve “shareable food and wine and beer,” according to Jaime Carey, president of development and restaurant group for the chain.\r\n\r\nRetailers are employing a trick used by shopping malls and department stores, where the food court offered a chance for tired, hungry customers to take a break from shopping. “Having more reasons to draw (customers) to the store is really the game,” James Sundstad, vice president of branded environments at strategy, branding and retail design firm CBX, told USA Today.\r\n\r\nIndeed, retail stores sorely need to draw in more customers. Amazon is estimated to sell more apparel than all U.S. retailers with the exception of Wal-Mart, and it’s expected to make up about 20% of the retail market by 2020.\r\n\r\nAs a result, brick-and-mortar retailers, particularly mall anchors, have been feeling the pinch. For instance, Macy’s reported its worst quarterly sales since the recession this year, J.C. Penney cut payroll and froze overtime for its employees in April, and teen-apparel chain Aéropostale filed for bankruptcy in May. Some analysts predict that about a third of American malls will close their doors in the coming years.\r\n\r\nWhile serving cocktails and food is undeniably a smart way to bring customers in the door, it’s unclear if the move is affecting sales. Target declined to comment to USA Today on how the new Starbucks concept is impacting sales and traffic in the Chicago store. Barnes &amp; Noble hopes that the addition of wine and beer in its stores will increase the proportion of food and beverage sales, now at 10%, of the overall sales of the store.\r\n\r\nBarnes &amp; Noble’s development president says he expects food and beverage to make up more of the store’s sales than they do now — at less than 10% — but ultimately drive traffic through the rest of the store, too.\r\n\r\nOriginally published by <a href=\"http://time.com/money/4423639/urban-outfitters-bars-in-stores/\" target=\"_blank\">Time</a>\r\nPhoto courtesy of USA Today', 'More Retailers Are Serving Booze to Boost Business', '', 'inherit', 'closed', 'closed', '', '2226-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2226, 'http://cbx.cappendev.com/2226-revision-v1', 0, 'revision', '', 0),
(2967, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'TBD', 'NACS Insight International Convenience Retail Awards Announced', '', 'inherit', 'closed', 'closed', '', '1978-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1978, 'http://cbx.cappendev.com/1978-revision-v1', 0, 'revision', '', 0),
(2968, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'New York-based brand and retail design consultancy CBX has added Nan Richardson to its team as the engagement director of branded environments. Based in Newport Beach, Calif., she will seek out new relationships and development opportunities across numerous industries.\r\nRichardson holds more than 20 years of experience in the field, previously serving as the West Coast director of business development for Core States Group. She has also held senior marketing and business development positions at prominent firms such as Perkins+Will, IA Interior Architects, and H. Hendy Associates. A graduate of the American Institute of Interior Design, Lucerne, Switzerland, Richardson is a member of the International Council of Shopping Centers, the Urban Land Institute, and the Boutique &amp; Lifestyle Lodging Association.\r\n\r\nOriginally published in <a href=\"http://www.designretailonline.com/news/people/Nan-Richardson-Joins-CBX-27155.shtml\" target=\"_blank\">design:retail</a>', 'Nan Richardson Joins CBX', '', 'inherit', 'closed', 'closed', '', '2277-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2277, 'http://cbx.cappendev.com/2277-revision-v1', 0, 'revision', '', 0),
(2969, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>How Independent Toy Stores Can Outwit, Outplay, and Outlast Their Big-Box Rivals</strong>\r\nBy Joe Bona\r\n\r\nMore than 600 independent toy stores threw a party on November 9 to celebrate Neighborhood Toy Store Day. This publicity event triggered some heartwarming media coverage and was surely lots of fun for all involved. However, when you survey the retail landscape with which today’s independent toy retailers are forced to contend, you might wonder whether or not celebration is in order.\r\n\r\nEven mass retailers such as Target, Walmart, and Toys “R” Us are nervous about the dawning of an era in which Mom and Dad can get all their Christmas shopping done in an hour or two simply by visiting amazon.com. In this $22 billion industry, how could an independent toy store hope to compete? The answer might just lie in the massive proportions of the toy business itself.\r\n\r\nAmerican consumers are rapidly becoming overwhelmed by the confusing array of choices in the marketplace. They live hectic, over scheduled lives, which makes the gridlocked drive to a cavernous big box store an unsavory option for many parents. The glut of homogenized, commoditized retail products has triggered a bit of backlash among some consumers. More people are now demanding authenticity and uniqueness from the shopping environments they visit and the products they buy. This is the potential sweet spot for independent toy stores—the market position in which small, local operators can enjoy a distinct advantage.\r\n\r\nThe trick is to actually narrow your focus rather than broaden it— to become the source in your community for a particular category of merchandise, and to build a brand for your store based on top-notch customer service, sincere community involvement, and impressive knowledge of the category itself. Selling the same products as Walmart and Target is not an option anymore; instead, you should specialize in one or two specific product categories.\r\n\r\nImagine a store focused exclusively on nifty, harder-to-find toys related to science, mathematics, DIY construction, and IQ-building puzzles and games. With a demeanor akin to that of Bill Nye the Science Guy, the owner holds special events in the store and at local schools. If Target has three telescopes, the Science Guy has 12. Need a space poster for you nephew but can’t find one at Walmart? You know where to go.\r\n\r\nThe store is loaded with cool and unique stuff, so much so that kids enjoy hanging out there. Pleased by the uplifting atmosphere, parents also like that the store is local. This might sound antiquated, but it is right in line with retail trends.\r\n\r\nNot so long ago, you could walk into a cellphone store and all the products were tightly sealed in the kind of packaging that requires a sharp knife to get open. These days, more retailers are talking about “high touch,” the notion that people should be able to play with the products. Our science store could have all kinds of toys and games out for the kids. Would Target and Walmart do the same? Not likely. The typical employee at a big-box store also lacks the motivation to build personal relationships with regulars, and they know little about individual product categories, such as science toys.\r\n\r\nWhen you are passionate about your products and your community, it is obvious to customers who walk in the door. With Amazon chatting up the media about delivery via intense-looking drones, such human qualities might be far more valuable than any of us know.\r\n\r\n<em>The Toy Book, February 2014</em>', 'Narrow Your Focus, Expand Your Reach', '', 'inherit', 'closed', 'closed', '', '1960-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1960, 'http://cbx.cappendev.com/1960-revision-v1', 0, 'revision', '', 0),
(2970, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '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', '', 'inherit', 'closed', 'closed', '', '2034-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2034, 'http://cbx.cappendev.com/2034-revision-v1', 0, 'revision', '', 0),
(2971, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<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', '', 'inherit', 'closed', 'closed', '', '2048-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2048, 'http://cbx.cappendev.com/2048-revision-v1', 0, 'revision', '', 0);
