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(2972, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX</strong>.\r\nWith twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\n<strong>How did you get into the branding industry?</strong>\r\n\r\nI got into the branding industry rather by accident. I always knew I wanted to do something artistic, but I didn’t always know what. Back when I was really young, I won a scholarship by submitting a drawing of Woody Woodpecker to a kids’ magazine. After that, my mother encouraged me to do all kinds of creative things. I started off going to the regular public high school, but I was not a very good student. My mother had the foresight to know that a traditional liberal arts high school was not optimal, so I transferred to the Youth Performing Arts High School in Louisville, KY. Next thing I knew, I was enrolled at Carnegie Mellon as a theater major. By my sophomore year, I realized that if I stayed in set design, I’d be broke for life. So, I transferred my major to communication arts and the rest, as they say, is history.\r\n\r\n<strong>Tell us about CBX. What inspired the idea and what is your vision for the company?</strong>\r\n\r\nCBX is an agency that specializes in creative marketing services including branding, retail design, packaging and promotional programming. We currently have a staff of around 160 employees.  CBX was founded in 2003 and some of our clients include: Dr Pepper Snapple Group, General Mills, Kimberly-Clark, Scotts Miracle-Gro, A&amp;P, Pathmark, Saks Fifth Avenue, Lord &amp; Taylor, Shinsegae, Walgreens and Wawa.  In addition to our New York City Headquarters, we have offices in Minneapolis and San Francisco.\r\n\r\nI was inspired to start CBX because I didn’t want to do time sheets anymore! I’m kidding (kind of). The truth is that I wanted to take control of my own destiny and do the work that I felt passionate about. My co-founder and I wanted to start working with our clients in whatever way we felt appropriate without constraints so that we could create success for our clients – NOT success for a public holding company.\r\n\r\n<strong>Life Motto?</strong>\r\n\r\nI have a few:\r\n\r\n“You’ve gotta have a passion in life.”\r\n\r\n“Luck is when preparation meets opportunity”\r\n\r\n“ Outwork everybody else.”\r\n\r\n<strong>CBX\'s Motto?</strong>\r\n\r\nWe believe that nurturing a culture of creative minds, dirty hands, straight talk and good manners inspires us to find more creative, innovative and purposeful ways to connect with people.\r\n\r\n<strong>Your greatest success as founder/CCO of CBX? Most difficult moment-how did you overcome and what did you learn?</strong>\r\n\r\nWhen we first started CBX, we were two guys coming from humble beginnings with a wing and a prayer. We were hoping some of our past relationships would start up our business, and that our skills and our talent would be validated.  So, I don’t know if I’ve had one greatest moment of success, but I do remember the day everything changed.  In the early days of CBX, we were invited to participate in a pitch for a celebrity chef’s private brand. It was a significant piece of business at the time, we were a seriously small agency – I’m talking half a dozen people – and we really had no credentials in the category at that point. As we prepared for the pitch, we found out that we were up against some of THE global leaders in the industry. Just being named in the same sentence as those guys was a huge success in our eyes. So on the way to the pitch, I said to my co-founder, “remember – just being asked to the party means we are on our way.” That was the moment we knew that we were on our way to bigger and better things.\r\n\r\nAs far as a difficult moment goes… Flash forward 11 years from the day we pitched the celebrity chef and we’re now a multi-disciplined agency with 160 people, 3 offices, and have worked with some of the best clients in the marketplace. Times have changed a lot since that first big pitch. I’ve had to come to terms with the fact that I can’t do everything. I’ve had to realize that I need to empower, support and grow the talent that we hire, which was a hard reality for me. I started off so entrepreneurial – I was literally doing all of the creative development. But as we’ve grown with time, I’ve built a team full of immensely talented people who complement each other, and I’ve had to adjust my behavior to set them free and let them do what they do best.\r\n\r\n<strong>Your advice to an aspiring entrepreneur?</strong>\r\n\r\nMy biggest piece of advice is to have perspective. In your endeavors, commit to what you’re passionate about, but be realistic. Open yourself up to learning (if you think you know everything, you’re not going to learn anything) and be prepared to course correct along the way. Understand your strengths and your weaknesses, and spend time learning how to leverage your strengths and improve your weaknesses.\r\n\r\n<strong>How do you motivate your employees?</strong>\r\n\r\nWith snacks.\r\n\r\n<strong>One food and drink left on earth, what would you choose?</strong>\r\n\r\nStewart’s Cream Soda and bucket of Joe’s Stone Crabs.\r\n\r\n<strong>What literature is on your bed stand?</strong>\r\n\r\nPorsche – Origin of the Species with a foreword by Jerry Seinfeld.\r\n\r\n<strong>Role model - business and personal?</strong>\r\n\r\nWhen I was in college, my father attended a trade show where Rick Pitino (at the time head coach of the New York Knicks) was the keynote speaker. The trade show gave attendees cassette tapes of Rick’s speech, which my father passed on to me. That was the first time I was introduced to Rick Pitino as a leader. I listened to the tapes right away, and I’ve had them ever since. I don’t have a machine to play them on anymore, but that talk has guided me through my career.\r\n\r\nI like his approach to coaching and life. He believes that ego is a potential killer. He’s passionate, and he’s committed to what he does and what he believes in. The other thing Pitino does phenomenally well is that he manages and leads situationally. There are no cookie-cutter solutions. He analyzes the moment and I think that’s very important in business and in life.\r\n\r\n<strong>Current passion?</strong>\r\n\r\nI’m passionate about vintage automobiles. The interest stems from my childhood and has been a passion for my entire life. If I weren’t in the business of branding, I’d probably be working with cars in some way.  There’s a creative design element to cars, as well as a very personal childhood association for me.\r\n\r\n<strong>Most interesting headline you\'ve read this week?</strong>\r\n\r\n<a href=\"http://www.nytimes.com/2014/12/21/nyregion/MTA-targets-manspreading-on-new-york-city-subways.html\" target=\"_blank\">Manspreading</a>. What is manspreading anyway?\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://thenativesociety.com/tnspeak/2015/1/16/rick-barrack-chief-creative-officer-founding-partner-of-cbx.html\" target=\"_blank\">here</a>.', 'Native AdVice with Rick Barrack', '', 'inherit', 'closed', 'closed', '', '2061-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2061, 'http://cbx.cappendev.com/2061-revision-v1', 0, 'revision', '', 0),
(2973, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/11/Allison-K-final-retouch-_intranet.jpg\"><img class=\"alignnone size-full wp-image-10366\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/11/Allison-K-final-retouch-_intranet.jpg\" alt=\"allison-k-final-retouch-_intranet\" width=\"220\" height=\"220\" /></a>\r\n<strong>New York City-based CBX is consumer branding firm providing a range of strategic and creative services. As executive creative director, Allison Koller is responsible for providing inspiration, vision, and strategic guidance for the CBX design team. She has led creative and innovation initiatives for such clients as Kimberly-Clark, General Mills, Burt’s Bees, and The Art of Shaving.</strong>\r\n\r\nMost recently, Koller led her team to a Platinum Pentaward for packaging work on behalf of U by Kotex (Kimberly-Clarke). And it’s marketing to women that inspires Koller. In a June TEDx talk in Scotch Plains, N.J., Koller described herself as a swimmer, illustrator, daughter, tennis player, and wife who pays keen attention to the content and subtext of brand messages aimed at women.\r\n\r\n<strong>You said brands need to move beyond the “sea of clichéd visual codes” if they want to connect with real women. Can you give examples of the “tired tropes,” as you call them?</strong>\r\n\r\nI think the most clichéd codes present women as perfect—no flaws allowed. By presenting women without imperfections, we’ve set up an unrealistic standard where women can’t get real. There’s no sweat or blemishes, no aging, and perfectly run households. There are no individuals with real thoughts or feelings represented.\r\n\r\nAmong the most common cliched codes I’ve found is “magic.” The word is used with products that promise to make you flawless, or forget any challenges women may face. Another one is the “Ingénue.” She’s an innocent—usually blonde—woman that never ages. The “Goddess” is either perfectly sculpted from a sweat-free work out or wearing a sparkling gown. We’ve all seen “Modern Miracle Mom” with her house in order, dinner on the table, perfect birthday parties, and blogging all about it. Unfortunately, we still find references to the “Exotic,” a still-all-too-common representation of women of color mysterious, sultry, or fiery.\r\n\r\nTired tropes include the sea of eyes, belly buttons, breasts, and beautiful booties. Messages and images with the power to break through that sea are unexpected. They make you look twice. They shift the cultural conversation.\r\n\r\n<strong>What brands have been successful in shifting the cultural conversation?</strong>\r\n\r\nFortunately, some brands understand the need to keep it real. I think U by Kotex started a new type of dialogue. Kotex wanted to transcend the clichéd codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized the need for a new conversation with young women that broke through the “pretty-princess, flowery noise” of the category. We launched with something undeniably code-and cliché-breaking—the black box with a touch of fun in the brightly colored wrappers. No flowers, no high-tech performance claims.\r\n\r\nElsewhere in the category, we’re seeing it in the “Like a Girl” campaign from Always (Procter &amp; Gamble) that addresses the plummeting self-esteem girls experience around the same time that they get their period. Think has upped the ante with its “period proof’ underwear. Both Kotex and Thinx have taken a rebellious stance. They’re pointing out shortcomings and double standards of the category and culture. That’s allowing them to open up a more honest and real conversation about women’s health, and, in particular, having a period. You just have to ask yourself, if our culture can accept open dialogue about erectile dysfunction, why not periods?\r\n\r\n<strong>Are there others worthy of note?</strong>\r\n\r\nOutside of the feminine category, the health and fitness space has made a shift to embrace real women. Under Armour has stepped up community building through social media. Its “What’s Beautiful” campaign cast amateur female athletes as strong warriors that supported one another. They also expanded the definition of athlete to include ballet dancer Misty Copeland and with supermodel Gisele Bundchen fighting off harsh online criticism in the “I Will What I Want” campaign. It was an inspirational way for them to reach women.\r\n\r\nIn cosmetics, a true pioneer is Dove with its “Real Beauty” campaign. Dove’s tireless commitment to the platform, expanding upon it year after year to make a more inclusive definition of beauty, has inspired so many other brands. You can also see it in American Eagle’s Aerie brand. They made a commitment to not retouch their models’ [photographs] and to use young women who fall outside the super-slim standard. Campaigns like this start to shift the culturally accepted definition of “beautiful woman” from perfect to real.\r\n\r\n<strong>So how do you measure success when connecting with “real” women and not some idealized version? Does social media play a role? What about the physical retail environment or online commerce?</strong>\r\n\r\nI think response in social media is definitely a barometer of success. The “#LikeAGirl” video [has] received more than 62 million views worldwide since 2014 and it’s actually having a positive effect on boys as well. The campaign also netted Procter &amp; Gamble a double-digit increase in product sales. Under Armour paired its “What’s Beautiful” with pop-up workout events around the country, so they were able t directly connect with their customer. When women are active engaging and sharing pieces of their experience, a real connection is made.\r\n\r\nBut a great retail experience isn’t specific to women. Creating an open environment with places to connect to community or have an experience that can’t happen online will ultimately make the difference. Lululemon’s retail model is a prime example. The store doubles as a yoga studio.\r\n\r\nWhile not traditional retail, SoulCycle is another fitness brand that has created a tribe of women that are T-shirt wearing, yellow nail-painting brand evangelists. Toms Shoes is not specific to women, but it’s unquestionably real in its commitments to social responsibility. Toms’ “One for One” program permeates all communications. It’s an underpinning to the retail environment where people can hang out with free Wi-Fi, drink some Toms coffee, attend a yoga class and, of course, browse for shoes and sunglasses. The brand’s core consistency allows it to expand in many directions and make real connections with both men and women.\r\n\r\n<strong>What advice do you have for brand marketers hoping to create campaigns that resonate with real women? You mentioned, for example, notions of “perfection” giving way to imperfection. Can you share a few thoughts?</strong>\r\n\r\nI would urge any brand to take a risk and change the conversation. Show women a more inclusive and inspirational—not just aspirational—picture of the world.\r\n\r\nRather than representing the “Ingénue,” embrace aging in all its beautiful forms. Women can work hard to get results as warriors, not only goddesses. “Magic” is taking a back seat to hard work. The “Modern Miracle Mom” has shifted to homemaking with everyday dads and gender role reversals. Instead of exoticism, we have true diversity.\r\n\r\nExpand the definition of family—look at the recent Tylenol and Honey Maid campaigns—by flipping gender roles and depicting same-sex partnerships. If that sounds too scary, it really shouldn’t, because we’re talking about real life. It comes down to finding the message that’s true to a brand. Next is defining how it can authentically connect with women in a space beyond the cliché, and then living up to that message every singe day.\r\n\r\nOriginally published in Stores Magazine\r\n\r\n&nbsp;', 'Navigating the Sea of Marketing Clichés', '', 'inherit', 'closed', 'closed', '', '2282-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2282, 'http://cbx.cappendev.com/2282-revision-v1', 0, 'revision', '', 0),
(2974, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Limited access to healthy, affordable food choices, is an oft-cited reason for poor food habits among the nation\'s less fortunate. In order to address this issue, hunger relief organization Philabundance has teamed up with retail design consultancy CBX to create a prototype for a not-for-profit grocery store.</br>Slated to open this summer in Chester, Pa., Fair &amp; Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester -- one of the 35 “food deserts” in the Delaware Valley according to the USDA -- the access to \"good food right around the corner\" that has not been available since the town\'s last full-scale grocer closed in 2001.</br>\r\nPhilabundance recently purchased a former grocery building in the town of Chester and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-sq.-ft. store. The firm will also design perimeter departments and the store\'s center core.</br>\r\nAll creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare &amp; Square logo with Philabundance.\r\n\"We\'ll be drawing heavily on both the Fare &amp; Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,\" said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.</br>\r\nUnder its not-for-profit grocery store model, Fare &amp; Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way.</br>\r\n“Ultimately, we\'re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona said.\r\n\r\n<a href=\"http://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert\" target=\"_blank\">http://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert</a>', 'New grocery concept offers relief to PA', '', 'inherit', 'closed', 'closed', '', '1803-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1803, 'http://cbx.cappendev.com/1803-revision-v1', 0, 'revision', '', 0),
(2975, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Terpel is a major Colombian oil and gas company, the largest fuel distributor in the country. This week, it unveiled a new corporate identity, developed by independent brand agency CBX. It will be launched with a gradual update of its stations network. It should be associated with values such as proximity, dynamism, modernism, service, technology, familiarity, uniqueness, solidity and reliability.\r\nThe previous logo was introduced in 2006 as an update of the sun logo used up until then. This is allegedly the fourth logo makeover in the company\'s history.\r\n\r\n<a href=\"http://brandingsource.blogspot.com/2012/12/new-logo-terpel.html\" target=\"_blank\">http://brandingsource.blogspot.com/2012/12/new-logo-terpel.html</a>', 'New logo: Terpel', '', 'inherit', 'closed', 'closed', '', '1788-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1788, 'http://cbx.cappendev.com/1788-revision-v1', 0, 'revision', '', 0),
(2976, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p>HONOLULU, Hawaii (8/10/2011) — Aloha Petroleum, Ltd., the Hawaii-based gas retailer and convenience store operator, has unveiled the first \'ground-up\' version of a new prototype design for its convenience store-fuel sites that highlights the chain\'s local roots.\r\nDesigned by CBX, the strategic branding and retail design consultancy, the 3,000-square-foot store and adjoining gas islands with five pumps opened in mid-June on Waialae Avenue in the Kahala suburb of Honolulu. Aloha\'s former c-store and fuel islands on the site were demolished to make way for the new structures. The new facility represents the full scope of CBX\'s design assignment for Aloha, which included the store\'s interior design, exterior architectural design, logo, fuel islands and canopy.\r\n\r\nCustomers to the new location will find references to Hawaiian-style architecture – CBX\'s nod to Aloha Petroleum’s roots as the only local fuel marketer and c-store operator on Oahu, Hawaii Island and Maui. From the building\'s exterior, which has been treated to horizontal wood siding and a modified double-pitched roof evocative of the plantation architecture style found throughout the Hawaiian islands, the overall design underscores Aloha\'s efforts to develop a \"kama\'aina\" (or \'local\') brand of convenience stores to compete against those from traditional mainland companies.\r\n\r\n\"The company wants to position its convenience operation as the c-store brand of choice in its markets on the three islands,\" explained Joseph Bona, president of the retail division of the New York-based CBX. \"Our role was to help create a brand that stands for more than convenience while establishing a stronger emotional connection with those who work and live in the islands.\"\r\n\r\nAmong the most commanding of the new design elements is the restyled Aloha logo found repeated on the façade signage, gas canopy and pumps. The updated logo features a stylized \"A\" floating in a field of watery blue accented with green. Various shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean; the green suggests the lushness of the tropics. The natural wood tones of the exterior and interior fixtures reinforce the local flavor and heritage of island life. \"The overall color palette is cool, refreshing and reflective of the relaxed lifestyle found in the Hawaiian Islands,\" said Bona.\r\n\r\nInside the store, customers will find the stylized Aloha \"A\" repeated on green wallpaper that calls attention to food- service areas. They\'ll also find an abundance of natural light coming from the glass wall entrance, supplemented by a series of bowl-shaped galvanized metal pendant lights which contribute to the historic design aesthetic.\r\n\r\nBuilt with an eye toward easy navigation, the cleanly styled store offers generous aisles, while providing optimal food and beverage display. A refrigerated island case, positioned immediately off the entrance, displays a wide variety of fresh-delivered sandwiches, beverages, and other chilled offerings. A well-positioned pay point with room for multiple cashiers sits opposite the entry along the back wall for increased visibility and to help create an expanded impulse zone. Dark brown gondola fixtures are used to merchandise pantry basics and assorted snacks. The store\'s offer is rounded out by a large walk-in-cooler and \'beer cave\' found along the back wall.\r\n\r\nIn addition to the Kahala store, Aloha has just opened a new fueling station and 2,000-square-foot convenience store in Kahului, Maui, its first Aloha branded store on that island, and a new-to-industry 3,000-square-foot c-store and fuel station in Kona on Hawaii Island.\r\n\r\nCommenting on the new store and scheduled roll out of the design, Richard Parry, Aloha president and CEO, stated: \"We are very pleased with the Kahala prototype. CBX has done an outstanding job in capturing the look and feel of the islands and developing a functional and attractive store, brand image and fuel facility. We believe that this sets a great foundation for Aloha Petroleum’s plans to expand and further develop our c-store business in Hawaii.\"\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/hawaii.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/hawaii.jpg\" alt=\"\" title=\"hawaii\" width=\"620\" height=\"284\" class=\"alignnone size-full wp-image-675\" /></a>\r\n\r\n<strong>About Aloha Petroleum, Ltd.</strong>\r\nAloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900s. Aloha is the largest retail gasoline marketer in the state of Hawaii and one of Hawaii\'s Top 20 companies, according to Hawaii Business Magazine. Currently, Aloha Petroleum serves Hawaii with more than 100 Aloha, Shell, and Mahalo branded retail fuel locations and 35 Aloha Island Mart convenience stores on the islands of Oahu, Maui, Kona and Kauai.\r\n', 'New Prototype For Aloha Petroleum Convenience Store-fuel Sites Opens on Oahu', '', 'inherit', 'closed', 'closed', '', '1593-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1593, 'http://cbx.cappendev.com/1593-revision-v1', 0, 'revision', '', 0),
(2977, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'With a design reminiscent of what consumers would find in a for-profit supermarket, Fare & Square debuted in this metro-Philadelphia area food desert last week.  The nation’s first nonprofit grocery store of its kind is housed in a former grocery building purchased by hunger relief organization Philabundance  and offers nutritious food with a focus on fresh produce, fresh meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices. \nThe new 16,000-square-foot store represents Chester’s first grocery store in more than a decade.  Fare & Square gives residents of Chester — one of the 35 food deserts in the Delaware Valley according to the USDA — easy access to a full range of fresh and national and private brand foods that have not been available since its last full-scale grocer closed in 2001. Philabundance hopes to replicate this model in other communities in the Delaware Valley region. \n\nWhen planning the prototype, the organization asked New York City-based CBX, the brand agency and retail design consultancy, to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments.  In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets, but includes a one-of-kind mural designed to showcase the spirit of the City of Chester.\n\nThe colorful Fare & Square logo—a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square—designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange.  Modern elements such as light wood and stainless steel trim round out the palette. “The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,” said Bona. \n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls.  Consistent with for-profit grocery stores, Fare & Square perimeter departments also include dairy, deli, fresh meat and seafood.  \n\nShoppers can easily navigate the store’s central core for canned and packaged staples as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. \n\nNear the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process. “In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare & Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way. “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 summed up. \n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of the Philadelphia-based Philabundance. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\nAbout Philabundance\nPhilabundance reduces hunger and food insecurity in the Delaware Valley by providing food access to people in need in partnership with organizations and individuals. Philabundance provides a full plate of services through neighborhood distribution programs and a network of close to 500 member agencies in 9 counties. Philabundance serves approximately 72,000 people per week at a cost of 50 cents per meal. There are more than 900,000 people in the Delaware Valley who are at risk for chronic hunger and malnutrition. In 2012, Philabundance distributed nearly 25 million pounds of food. For more information about Philabundance, visit www.philabundance.org or call 215-339-0900. Visit us on Facebook, Facebook.com/Philabundance and follow us on Twitter, Twitter.com/Philabundance. If you or someone you know is in need of food assistance, please call Philabundance’s Food Help Line, 800-319-Food (3663).\n', 'New Prototype for Fare & Square, a Not-for-Profit Grocery Store Targeting Food Deserts, Opens in Chester, PA', '', 'inherit', 'closed', 'closed', '', '1904-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1904, 'http://cbx.cappendev.com/1904-revision-v1', 0, 'revision', '', 0),
(2978, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '1. Saks Fifth Avenue, HoustonOpened: April 2016\r\n\r\n2. Ballard Designs, Philadelphia\r\nOpened: November 2015\r\n\r\n3. M&amp;M Meat Shops, Kitchener, Ontario, Canada\r\nOpened: September 2015\r\n\r\n4. LUSH, New York\r\nOpened: April 2016\r\n\r\nCheck out additional images of these stores and more at <a title=\"designretail\" href=\"http://www.designretailonline.com/galleries.shtml\" target=\"_blank\">designretailonline.com/projectgallery</a>\r\n\r\nOriginally published in <a title=\"design:retail\" href=\"http://www.nxtbook.com/nxtbooks/designretail/201607/#/34\" target=\"_blank\">design:retail</a>\r\nPhoto courtesy of Max Bolzonella', 'New Store Watch', '', 'inherit', 'closed', 'closed', '', '2206-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2206, 'http://cbx.cappendev.com/2206-revision-v1', 0, 'revision', '', 0),
(2979, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p><strong>Regional chain goes from branded snacks to self-serve frozen yogurt.</strong>\r\nNew Yorkers are persnickety about everything, even their frozen yogurt— a substance that, like espresso, is essential for sustaining life in a big city. But with the retro-chic Pinkberry blooming all over town, how likely is a Prada-wearing, iPhone-toting Manhattanite to stop for self-serve frozen yogurt at a drug store? That’s exactly what Duane Reade is about to find out.\r\n\r\nThe 50-year-old regional chain has announced it will begin adding self-service frozen yogurt kiosks to select stores, complete with topping bars. “This is part of a bigger strategy,” said Joe Magnacca, president of Daily Living Products for Walgreens, which purchased the 250-unit Duane Reade in 2010. “We’re looking at our business differently and evolving into a health and daily-living destination.”\r\n\r\nOnly a few years ago, such plans would have sounded crazy. Founded in 1960, Duane Reade had a decades-long reputation for dingy stores and surly service. (In 2007, the actress Martha Plimpton famously said in an interview that going to Duane Reade is “a journey into the heart of darkness.”) But Walgreens’ purchase of the chain in 2010 prompted a course correction.\r\n\r\nAfter introducing its own line of branded snacks in 2010, the chain moved its crosshairs to the Manhattan lunch crowd. Baguette sandwiches (made fresh by Eli Zabar, the legendary New York gourmet store), cheesecake, and even sushi and shrimp cocktails now beckon from chiller cases up front. The frozen yogurt offerings (in eight flavors including Blueberry Tart and Peach) will be nearby, next to the fresh juice bars.\r\n\r\n“This won’t go systemwide,” Magnacca said, “but it will go where there’s high traffic. Our objective is to get people into the stores for different reasons as often as possible.” Sound familiar? It’s proof that the category blurring that began when Walmart started selling groceries (and flowers and deli platters and just about everything else) has trickled down to the level of regional chains, such as one that can no longer compete by just selling aspirin and Q-tips. “The days that brands owned one specialty are changing,” Magnacca said.\r\n\r\n“Like the other in-store food offerings, [fro-yo] helps make Duane Reade a one-stop shopping destination,” said Todd Maute, partner in CBX, the firm that designed the yogurt stations.\r\nWhile Walgreens is also experimenting with a fro-yo bar in Chicago, the Duane Reade bars are clearly designed to appeal to New Yorkers. White-tile mosaics are meant to evoke subway stations, while the signage (“Grab Life by the Berries”) is more likely to amuse than offend. “All of it works…to support a uniquely New York communication strategy,” Maute said.\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/new-yorks-duane-reade-adds-store-yogurt-kiosks-137999\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/new-yorks-duane-reade-adds-store-yogurt-kiosks-137999</a>', 'New York\'s Duane Reade adds In-Store Yogurt Kiosks', '', 'inherit', 'closed', 'closed', '', '1696-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1696, 'http://cbx.cappendev.com/1696-revision-v1', 0, 'revision', '', 0),
(2980, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>ACCOUNT</strong>\r\n<strong>Nissan Motor Company</strong> expanded its relationship with TBWA Worldwide, part of the Omnicom Group, by naming TBWA as the global marketing agency for the reintroduction of the company’s Datsun brand. Spending has not been determined. Datsun was the original name for the Nissan brand; it is being brought back as a lower-price car line aimed at young, middle-class drivers in fast-growing markets like India, Indonesia and Russia. The worldwide creative and strategic work for Datsun will be led by TBWA Hakuhodo, Tokyo, and TBWA London. TBWA is also the creative agency for the Nissan and Infiniti brands sold by Nissan Motor.</br>\r\n<strong>Vonage Holdings</strong>, Holmdel, N.J., selected two agencies for assignments that had been handled by agencies owned by the Omnicom Group. Spending was estimated at $150 million. JWT New York, part of WPP, will handle the Vonage creative account, which had been handled by TBWA/Chiat/Day, part of the TBWA Worldwide division of Omnicom. And Horizon Media, New York, will handle the Vonage media account, which had been handled by PHD, part of the Omnicom Media Group division of Omnicom.</br>\r\n<strong>Chopin,</strong> the Polish vodka owned by Tadeusz J. Dorda, named Clarity Coverdale Fury, Minneapolis, as its worldwide agency of record. Spending has not been determined. Clarity Coverdale helped introduce Chopin in North America in 1997 and was the brand’s agency for eight years; recently, the account had been handled internally.\r\n\r\n<strong>PEOPLE</strong></br>\r\n<strong>Deanie Elsner</strong>, president for the beverages business at the Kraft Foods Group, Northfield, Ill., was named the company’s first chief marketing officer. The Kraft Foods Group was formed after Kraft Foods spun off its snack foods brands into a stand-alone company, Mondelez International. The Kraft Foods Group sells former Kraft Foods products like Kraft cheeses, Maxwell House coffee and Oscar Mayer meats.</br>\r\n<strong>Chris Tussing rejoined DDB Worldwide</strong>, New York, part of the Omnicom Group, as global business director, overseeing the agency’s new Reebok account. He had most recently been account managing director at the Chicago office of McGarryBowen, part of the Dentsu Network unit of Dentsu, and earlier in his career was group account director at the DDB West division of DDB, based in San Francisco.</br>\r\n<strong>Lori Erdos</strong>, business development director for digital at Smithsonian Media, based in the New York office, was named to a new post, publisher for media and business development. Smithsonian Media is part of the Smithsonian Enterprises unit of the Smithsonian Institution.</br>\r\n<strong>MISCELLANY</strong></br>\r\n<strong>Peter Arnell</strong>, who in 2011 left his agency, the Arnell Group, New York, in a dispute with its parent, the Omnicom Group, has returned to the industry, working on his own on a new campaign for a former Arnell Group client, GNC Holdings. The campaign, carrying the theme “Respect yourself,” is being created by Mr. Arnell and an internal marketing and communications team at GNC, the company said. A lawsuit between Mr. Arnell and Omnicom was settled last year. “We are pleased to once again be working directly with Peter,” Joseph Fortunato, chief executive of GNC, said in a statement.</br>\r\n<strong>Parry Branding Group</strong>, a brand identity agency for the health and wellness market, was opened in Brooklyn by Vince Parry.</br>\r\n<strong>Philabundance</strong>, Philadelphia, an organization that specializes in hunger relief, named CBX, New York, a brand agency and retail design consultancy, to design a prototype for Fare &amp; Square, a nonprofit grocery store that is scheduled to open this summer in Chester, Pa. The store will sell staples like produce, dairy and meats at everyday low prices to residents of Chester, which has been identified as a so-called food desert.\r\n\r\n<a href=\"http://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0\" target=\"_blank\">http://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0</a>', 'News From the Advertising Industry', '', 'inherit', 'closed', 'closed', '', '1801-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1801, 'http://cbx.cappendev.com/1801-revision-v1', 0, 'revision', '', 0),
(2981, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'LIVERPOOL, N.Y. -- The mission statement of Nice N Easy Grocery Shoppes is short and sweet: \"Be nice. Have fun. Sell stuff. Be the best.\" At its annual trade show, held yesterday at the Holiday Inn here, company executives focused on the third tenet, \"Sell stuff.\"\r\n\"As good as we are, we can sell more stuff. If we sell every customer just one more thing, that would be huge,\" company founder and President John MacDougall told the store managers, assistant managers, foodservice managers and franchisees gathered for the event, which took on a rock \'n\' roll theme this year. \"Take that back as your goal for the rest of this year. That\'s a challenge you can talk to your people about.\"\r\n\r\nOn a corporate level, MacDougall shared what the 80-store New York State chain is doing to sell more stuff. One of the best ideas of 2011, he said, was the launch of the \"Best Idea\" program, which encourages employees to submit their best ideas for the company. \"This continues every week now,\" the chief executive said. \"We\'re getting some top-notch suggestions.\"\r\n\r\nAlso last year, Nice N Easy brought on professional chefs to elevate its already-strong Easy Street Eatery foodservice offer of pizza and subs. The chefs recently led the chain in developing a home meal replacement (HMR) line of microwaveable entrees, all priced at $6.99.\r\n\r\n\"You have to find people who are experts in the business you want to be in,\" MacDougall said, introducing Chef David and Chef Andrew to the group. \"We really want to take our foodservice business up three notches. We want to be the best.\"\r\n\r\nTo get the managers pumped up about this year\'s goals and celebrate the achievements of 2011 -- which included chainwide growth of 5 percent and an additional $160 million in inside sales -- MacDougall led the crowd in the \"Tiger Pump,\" the signature move of star golfer Tiger Woods.\r\n\r\n\"You did a great job in 2011 and things are going to be even better in 2012,\" he added.\r\n\r\nAs part of the \"sell more stuff\" theme, guest speaker Joseph Bona of New York-based branding and retail design consultancy CBX, talked about capturing the emotions behind the purchase. With increasing cross-channel competition, he said retailers have to deliver more than a \"transaction.\" CBX helped Nice N Easy develop its current prototype and the Easy Street Eatery concept.\r\n\r\n\"Selling more stuff is creating that emotional connection with people. The greater the connection, the more stuff you\'ll sell,\" Bona said. \"Consumers today have choices; they have a lot of places to buy a lot of stuff. That\'s why the connection is so important.\"\r\n\r\nAmong Bona\'s recommendations for selling more stuff were to:\r\n\r\n<ul>Ensure a positive first impression because consumers can either gain or lose an appetite upon entering a store.</ul>\r\n\r\n<ul>Give customers easy access to products by keeping the store open, clean and uncluttered.</ul>\r\n\r\n<ul>Create destination departments by taking a category with already strong sales and merchandising it in its own separate area.</ul>\r\n\r\n<ul>Create bundled solutions, presenting the whole package to consumers in one place.</ul>\r\n\r\n<ul>Carry locally sourced products to connect with customers.</ul>\r\n\r\n<ul>Use private label to build loyalty, since these products can\'t be found anywhere else.</ul>\r\n\r\n\"It\'s all about experience,\" he concluded. \"Everybody is realizing that if I don\'t deliver something beyond the transaction, I\'m going to be left out.\"\r\n\r\nNice N Easy\'s Rock N Roll Trade Show 2012 also featured an afternoon expo where vendors showed off their newest products, and the c-store chain held a contest to find potential new items for Easy Street Eatery, which is available in 20 of the company\'s 36 corporate stores. An evening awards banquet followed, honoring the top employees, stores and vendors of 2011.\r\n\r\n\r\nKate Millett\r\nThis year\'s award winners included:\r\n\r\n<ul>Store Manager of the Year: Laura Horner, Westmoreland</ul>\r\n\r\n<ul>Sharon Jordan Memorial True Spirit Award: Kate Millett, district manager</ul>\r\n\r\n<ul>Foodservice Manager of the Year: Georgeanne Kovacs, Westmoreland</ul>\r\n\r\n<ul>Store of the Year: Taft Road, East Syracuse</ul>\r\n\r\n<ul>Franchise of the Year: KMAC/Deb Ostrander</ul>\r\n\r\n<ul>Assistant Manager of the Year: Krista John, Le Ray Street</ul>\r\n\r\n<ul>Foodservice Coordinator of the Year: Janet Manzer</ul>\r\n\r\n<ul>Total Customer Experience (mystery shop program): first place, Downtown Seneca Falls; second place, Fayetteville; third place, Manlius and Constableville (tie)\r\nTrade Partner of the Year: Hormel Foods</ul>\r\n\r\n\r\n ', 'Nice N Easy Rock \'n\' Rolls at Trade Show', '', 'inherit', 'closed', 'closed', '', '1686-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1686, 'http://cbx.cappendev.com/1686-revision-v1', 0, 'revision', '', 0),
(2982, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Hunger relief organization Philabundance here has retained retail design consultancy CBX to design a prototype for Fare &amp; Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.Fare &amp; Square, a 13,000-square-foot store, will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester — one of the 35 food deserts in the Delaware Valley according to the U.S. Department of Agriculture — easy access to fresh foods for the first time since the town’s last full-scale grocer closed in 2001. Philabundance recently purchased the town’s former grocery building.\r\nUnder its not-for-profit grocery store model, Fare &amp; Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community.\r\nOne aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” said Joseph Bona, president of CBX branded environments, in a statement. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of Philabundance. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\n<a href=\"http://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE\" target=\"_blank\">http://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE</a>', 'Non-Profit Store to Open in Pa. Food Desert', '', 'inherit', 'closed', 'closed', '', '1800-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1800, 'http://cbx.cappendev.com/1800-revision-v1', 0, 'revision', '', 0),
(2983, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Philabundance, a nonprofit agency that seeks to reduce hunger in the Delaware Valley region near Philadelphia, has opened what has been described as the nation’s first not-for-profit supermarket here.\nThe 16,000-square-foot Fare & Square outlet features an array of traditional offerings, including fresh meats and produce, frozen foods and dry grocery product. The store is the only supermarket in this town of 34,000 people that had been classified as a “food desert.” Chester had been without a grocery store for 12 years.\n\nFare & Square seeks to offer product at a discount compared with traditional supermarkets, and in addition, customers can also reduce their grocery bill by joining the store’s “Carrot Club.” Members are eligible to earn rewards through in-store promotions and other offers, and Carrot Club members whose households earn 200% of the poverty line or less can also receive Carrot Cash benefits, a 7% credit towards future purchases.\n\nThe store was funded through government, foundation, corporate and individual contributions.\n\nNew York-based retail design and branding firm CBX developed the prototype, which was modeled to be similar in appearance to traditional supermarkets. The Fare & Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square — was designed by Philabundance and LevLane Advertising, and provided the inspiration for the color palette of the store.\n\n<a href=\"http://supermarketnews.com/photo-gallery/gallery-nonprofit-supermarket-debuts-pa#slide-1-field_images-444422\" target=\"_blank\">http://supermarketnews.com/photo-gallery/gallery-nonprofit-supermarket-debuts-pa#slide-1-field_images-444422</a>', 'Nonprofit Supermarket Debuts in Pa.', '', 'inherit', 'closed', 'closed', '', '1864-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1864, 'http://cbx.cappendev.com/1864-revision-v1', 0, 'revision', '', 0);
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(2984, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'By Rick Barrack<strong>\nWhy “something old is new again” works every time with design.</strong>\n\nWhenever I hear the word “nostalgia,” an image of grumpy old Archie Bunker and his dowdy wife Edith sitting on their musty old furniture in their Queens house singing “Those Were the Days,” pops into my head. But the truth is there’s nothing old-fashioned about nostalgia, which Webster’s calls “a wistful or excessively sentimental yearning for return to or of some past period.”\n\nNostalgia has been a staple marketing and branding tactic for decades, but lately it seems like every product in the supermarket aisle is borrowing something from years gone by. Why does nostalgia speak so strongly to us as consumers? Because it taps into the fundamental human need to feel safe and secure, in our lives and in our choices. It’s like that old pair of blue jeans you never want to take off — it just feels cozy, familiar and right. And it speaks to me the way it speaks to all of us: I’m wild about Stewart’s soda bottles; I keep my receipts in an Altoids tin on my nightstand, and I’ve always loved the look of Jack Daniel’s bottles. But while existing brands are using the retro-ssaince to bring back old, and often beautiful, designs, new brands are taking retro elements and creating something entirely new, often combining these elements with undeniably modern touches.\n\nTo the first point, General Mills kicked off the recent reissue trend when it re-released its original designs for brands including Lucky Charms, Trix, Wheaties and Kix. Featuring bold graphics on bright backgrounds, these boxes were originally designed to pop on TV sets — TV being a relatively new technology at the time — but they made as big a splash when the boxes were reintroduced nearly 40 years later. Brillo is currently riding on nostalgia’s coattails in honor of its 100th birthday; earlier this year, the brand released an awesome-looking limited-edition box featuring Andy Warhol’s iconic interpretation of the brand. In 2011, Coca-Cola marked its 125th birthday by reissuing the Hutchinson, its first ever glass bottle, released in 1899.\n\nSo why do people love nostalgic packaging, other than it looks fantastic? In my opinion, it boils down to three significant points:\n\n1. It speaks to a simpler time, before our daily lives became saturated by an abundance of overt marketing messages and promotional speak.\n\n2. It helps us trust the products, because they feel personal, as if someone took the time to create them just for us.\n\n3. It validates a brand or product by appearing as if it’s been (or actually has been) around for years, in turn conveying that it has stood the test of time.</br>\n\n<strong>\nREMINISCENT OF SIMPLER TIMES </strong>\n\nIt’s hard to imagine a time other than the one we’re currently living in, where young kids have iPhones and people take photos of themselves savoring their daily lives in order to post them on Instagram (not to actually savor their daily lives). I mean, I barely remember what it was like not to have email. That’s why there’s something so refreshing about packaging that is streamlined and simple. And not just packaging — food products are now marketed on the simplicity of their ingredients.\n\nRonnybrook Farm Dairy capitalizes on this trend perfectly. The brand sells its milk in classic glass bottles, which catapults us back to the days when a milkman dropped off your milk at your door. The logo is incredibly simple, featuring two cows and the product name, as well as the town where the farm is located. A simple line, “Bottled on the farm,” appears under the logo, which also speaks to the “personalized” aspect so prevalent in products that speak to nostalgia.\n\nAnother example of the simpler-times trend is the packaging that was introduced this past August for Kellogg’s Frosted Flakes, Froot Loops and Rice Krispies. Sold exclusively at Target to celebrate Froot Loops’ 50th anniversary, it marks the first time in Kellogg’s history that they have introduced retro-inspired packaging (I wonder if the General Mills’ boxes had anything to do with that?). The boxes were designed to allow each brand to stay true to its core equity while also reminding consumers of their beloved cereal as children (which has been with them for years), and of what life was like before they were bombarded by text messages and Facebook updates. I love how these boxes tap into their historical roots while also looking totally updated and modern, and the use of their famous taglines (“They’re Gr-r-reat!”) in a larger font than the actual logo is really novel and eye catching. They’re definitely worth a special trip to Target to collect them all. Similarly, Oscar Mayer put a fresh spin on retro-inspired packaging last year, when it released playfully illustrated boxes that contained vintage-style trinkets like a bike horn, a dart board and a yo-yo.</br>\n\n<strong>\nFEELS PERSONAL AND HOMEMADE </strong>\n\nThere’s a built-in trust level in products inspired by nostalgia, because they seem as if they were made especially for us. J.R. Watkins, a manufacturer of health remedies, baking products and other household items, has — according to its packaging — been around since 1868, but the public has only taken notice of the brand in the past few years. Why? Because it reintroduced its body-care line in 2008 with packaging that has an apothecary feel, as if each product — from body lotion to baby oil — was specially formulated for you by a pharmacist. In fact, the word “Apothecary” appears front-and-center on the packaging. The logo incorporates an old-style illustration of founder J.R. Watkins himself, yet feels totally modern thanks to its choice of fonts and decorative background graphics. Each product has its “variety” called out in English and French on the bottom of the bottle in a typewriter-style font, as well as its own product number, which makes it feel as if it has been made in a small batch just for you.\n\nSimilarly, Civilized Spirits, a maker of whiskey, rum and gin based in Michigan, has a small-batch feel that instantly forges trust between the product and the consumer. Its eye-catching logo is reminiscent of another era yet undeniably modern, as is its classically beautiful bottle. The Civilized Spirits’ brand story is told through minimal copy that salutes the distillery, Mission Microdistillery, where the product is made. In my opinion, this brand, and many other liquor brands, takes a page out of the Jack Daniel’s school of branding, in which its old-school look and brand story makes it seem almost like moonshine — crafted not only especially for you but also illegally in someone’s basement!</br>\n\n\n<strong>\nHAS STOOD THE TEST OF TIME </strong>\n\nProducts use nostalgia to show that they’re a trusted source that has stood the test of time. In a market where new products pop up every day and try to claim their share of their respective category, having a rich heritage goes a long way.\n\nMilk-Bone has been a trusted dog food brand since 1908, and it puts that fact right on its packaging (admittedly designed by CBX). The original logo remains, but has been enhanced to reinforce its “right to own” in the pet aisle. By reminding us of Milk-Bone’s heritage of 100-plus years, it fortifies the brand in our minds as a trusted and honest source. And when juxtaposed against a fire-engine red box, that bone and the trust factor make an even bigger visual and literal statement and more indelible mark in the mind of consumers.\n\nHow many brands can say they’ve been around since the reign of King George III? (Not that I really know much about King George III … but it sounds like he’s been around for a while.) Altoids, one of my personal favorites, was introduced in 1780 — yes, 1780! It’s made very few changes to its original design over the years, namely moving from a cardboard box to a metal tin in 1920 and introducing its now-legendary tag line, “Curiously Strong Mints.” That line and the overall design — with its classically elegant logo, a simple illustration of a peppermint plant and a “Made in Great Britain” phrase — harken back to its quintessentially British lineage. By rooting its story and design in this history, Altoids has become one of the world’s most iconic brand identities.\n\nOf course, not all retro design is good design, especially in a time when so many brands are manufacturing nostalgia as a marketing tactic. In order to incorporate nostalgia in a way that looks distinctive, not copycat, you’ll need to keep the following pointers in mind:\n\n1. <strong>Use a little of this, a little of that.</strong>\nBrands like J.R. Watkins and Civilized Spirits take the best elements of the past and combine them with modern elements of today to create something own able and distinctive.</br>\n2. <strong>Practice restraint.</strong>\nWhether we’re talking about design or copy, less is always more. Altoids’ classic “Simply Curious” line and Ronnybrook’s “Bottled on the farm” message are memorable by brevity, choice in their executions and focused in their deliveries.</br>\n3. <strong>Don’t throw out the baby with the bathwater.</strong>\nOften, a company’s original design — à la Coke’s original glass bottles or Froot Loops’ Toucan Sam illustration — can retain its charm from generation to generation. Brands like Heinz ketchup and Campbell Soup Company, for example, have kept the same design for many decades. They are effective, and they look as modern today as when they were first introduced. I would urge brands to think twice before eliminating original elements in their designs, and that when introducing a new visual asset, they carefully assess its timelessness.</br>\n\nLet me apologize now if I’ve gone overboard waxing poetically about all these terrific examples of nostalgic design. Given that our agency is celebrating its 10th anniversary this year, I can’t help but find myself a little bit nostalgic for my early days in the industry. Man, maybe I’m undergoing a little retro-ssaince of my own these days — though that’s certainly not a bad thing.\n\n&nbsp;\n\n<a href=\"http://www.brandpackaging.com/articles/84549-nostalgic-packaging-those-were-the-days\" target=\"_blank\">http://www.brandpackaging.com/articles/84549-nostalgic-packaging-those-were-the-days</a>', 'Nostalgic Packaging: Those Were the Days', '', 'inherit', 'closed', 'closed', '', '1848-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1848, 'http://cbx.cappendev.com/1848-revision-v1', 0, 'revision', '', 0),
(2985, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>CBX to Develop a Branded C-Store Concept and Foodservice Program for New England Fuel Distributor</strong>\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Nouria Energy Corporation, the Worcester, Mass.-headquartered fuel station and c-store operator, to create a unified brand identity and convenience store concept for the company\'s network of more than 125 locations.\r\n\r\nFounded in 1989 by Tony El-Nemr, Nouria started out with a single location in Auburn, Mass. and has since grown to become one of the largest fuel distributors in New England, supplying more than 125 gas stations operating under the Shell, Gulf and Irving Oil brands in Maine, Massachusetts, New Hampshire and Rhode Island. Currently, Nouria operates 85 sites offering fuel, convenience stores, co-branded and proprietary foodservice. In addition, Nouria operates one of the largest car wash networks in the country.\r\n\r\nTo assist Nouria in its ongoing expansion, CBX will provide a range of services, including the development of a store name and logo, car wash name and logo, store layout, and building exterior and interior design that encompasses graphic treatments, lighting, flooring and fixturing. The firm will also work with Nouria on developing a proprietary foodservice program that reflects the needs and tastes of its customers.\r\n\r\n\"Our challenge is to create a uniform brand identity and store design that can be executed across the entire network of locations, making them customer destinations and complementing the powerful fuel brands,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. \"The goal is to develop a number of store prototypes that can work with the company\'s diverse footprints, with the first grouping of next-generation locations expected to open before the end of the year.\"\r\n\r\nAccording to Bona, the new prototypes will be rolled out through a combination of renovations, re-builds and all-new, \'ground-up\' sites.\r\n\r\n\"We are very excited to team with CBX as we begin this journey,\" said El-Nemr, Nouria CEO and president. \"I\'m very confident that CBX\'s creative and c-store industry expertise make them the ideal partner as we work together toward our ultimate goal of better identifying and meeting the needs of our diverse and ever-changing customers.\"\r\n\r\nAs seen in:\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/nouria-energy-selects-cbx-c-store-design\" target=\"_blank\">CSpnet</a>\r\n<a href=\"http://www.csnews.com/industry-news-and-trends/corporate-store-operations/nouria-energy-eyes-new-branded-c-store-concept?cc=3\" target=\"_blank\">CSnews</a>\r\n<a href=\"http://insights.retailenvironments.org/2015/03/03/cbx-to-unify-brand-for-new-england-fuel-distributor/\" target=\"_blank\">A.R.E</a>\r\n<a href=\"http://www.griffinpublishing.net/c_c-store.php#c1\" target=\"_blank\">The Griffin Report</a>\r\n\r\n&nbsp;', 'Nouria Energy Selects CBX for C-Store Design Development', '', 'inherit', 'closed', 'closed', '', '2075-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2075, 'http://cbx.cappendev.com/2075-revision-v1', 0, 'revision', '', 0),
(2986, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 'NRF Stores Features Duane Reade and My Private Brand', '', 'inherit', 'closed', 'closed', '', '1767-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1767, 'http://cbx.cappendev.com/1767-revision-v1', 0, 'revision', '', 0),
(2987, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Dustin Longstreth doesn’t believe you should just build brands – it’s about relationships, too. Ask the VP and strategy group director for New York City branding agency CBX, and he’ll tell you that connecting with people in this ever-evolving world of branding is the true key to success today. For the last 10 years, Longstreth has helped innovate and re-energize consumer-facing and internal brands such Del Monte, General Mills, PepsiCo, Scotts Miracle-Gro and Arby’s. Here he shares some secrets on the art of branding today.\r\n<strong>What’s happening in the branding world today?</strong>\r\nThe biggest shift is in the nature of media. We now live in a 24/7, always-on world, where media is a means of utility and connection. As a brand, you must move past the “if all assets look consistent, I have a brand,” to a cohesion of actions and behaviors. Today, brands are as brands do – it’s all about the actions you take to fulfill its purpose and make life better for the people it seeks to serve. Stop obsessing about standing out and focus instead on leading, delivering value and being understood. The greater clarity you have about why you do what you do, the more you understand the needs and motivations of your constituents and the value you bring. This will help you stand out from the cacophony of meaningless platitudes and make it easier for your constituents to “pick” you.\r\n\r\n<strong>Is it possible to stand out today?</strong>\r\n\r\nYes, but only if you have a clarity of purpose. Historically, brands only needed to ensure the consistency of a message and an image across a limited number of mediums (print, TV, retail, etc.). In today’s digital world, the number of mediums is exponentially more, and the nature of those mediums is fundamentally different. It’s more about engaging in a conversation and providing utility than simply blasting a message. Therefore, coherence of behavior and action becomes just as important, if not more, than consistency of image. Clarity of purpose is the thread that provides the necessary coherence of behavior and actions.\r\n\r\n<strong>How important is it to be agile today?</strong>\r\n\r\nAgility – size, speed, positioning, benefits, style – is the single most sustainable competitive advantage for brands today. Agility is defined as the power of moving quickly and easily. Being nimble. It’s the ability to think and draw conclusions quickly. For brands, the flat, hyper-connected world is more reflective of pickup ball at the playground than the controlled environments of league play. The brands that can thrive in this new environment, the brands with agility, will win.', 'On point with... Dustin Longstreth', '', 'inherit', 'closed', 'closed', '', '2102-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2102, 'http://cbx.cappendev.com/2102-revision-v1', 0, 'revision', '', 0),
(2988, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>Competitive pricing is no longer the only value own brands add to retailers. They can build reputation, loyalty and sales, but their design and management requires a considered approach and careful research into audience and category behaviors.</strong>\r\nHaving an own brand offers well-documented benefits. It can be a boon to business financially and reputationally. However, how companies in different places around the world build, manage and implement these brands varies widely. Considerations must take into account packaging design, category, audience, fit with the corporate brand and perception. Successfully achieving an effective own brand requires a deft hand and a keen understanding of audience.\r\n\r\n...\r\n\r\nDesign and packaging are key considerations when developing an own brand, particularly when consolidating brands. CBX, a New York-based brand agency, developed six labels – from over 60 existing brands – for Walgreens that were suited to their categories. Similarly, its work for chemist Duane Reade focuses on audience and category while using creative packaging techniques, doubling private label sales. Even more starkly, it cut American warehouse retailer BJ’s Wholesale’s own brands down to two, one for food brands and one for non-food brands.\r\n\r\nRead the full article in <a title=\"Transform Magazine\" href=\"http://www.transformmagazine.net/articles/2016/scanning-the-shelves/\" target=\"_blank\">Transform magazine</a>', 'Own Brands, From Value Driven to Valuable', '', 'inherit', 'closed', 'closed', '', '2196-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2196, 'http://cbx.cappendev.com/2196-revision-v1', 0, 'revision', '', 0),
(2989, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p>Brand, design consultant will assist Mexico\'s largest c-store chain with foodservice expansion\r\nNEW YORK -- Strategic branding and retail design consultancy CBX said that its retail division has been retained by Mexico\'s Cadena Comercial OXXO, North America\'s largest operator of convenience stores, to assist with an expansion of its foodservice offer. Headquartered in Monterrey, Mexico, OXXO presently operates 8,426 c-stores across Mexico and Latin America and is wholly owned by FEMSA (Fomento Econ amico Mexicano), a beverage company that brews Sol, Carta Blanca, Tecate and Indio beer.\r\n\r\nThe chain currently offers traditional c-store fare such as hot dogs, sodas and bakery items, as well as a vast selection of bottled beverages.\r\n\r\nIn addition to working with the chain on developing its food program, CBX is consulting on a variety of operational matters related to the foodservice program. \"Mexico\'s middle class continues to grow, and OXXO wants to position itself for future growth and profit,\" said Ralph Sloan, senior partner for retail at CBX.\r\n\r\nSince its founding in 1977, OXXO operates freestanding stores ranging from 1,500 to more than 3,000 square feet. Aggressively expanding, the chain is on track to field more than 12,000 stores by 2014. In 2010, OXXO unveiled about 1,080 new stores, for an average of 2.9 stores opening daily.\r\n\r\nOXXO stores are identified by their red-and-white sans serif logo along with well-executed interiors. The stores, most of which operate 24 hours a day, serve the everyday needs of millions of Mexicans who can visit a conveniently located OXXO store by foot or car. The chain offers its customers easy access, a fast and comfortable shopping environment and the ability to directly pay utility bills in store. Customers can find hundreds of everyday items from a wide array of household staples that range from laundry detergent to Mexican dietary mainstays such as tortillas and produce at prices competitive with the country\'s supermarkets.\r\n\r\nNew York City-based CBX is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research and motion branding. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing and consumer research.\r\n\r\n<a href=\"http://www.cspnet.com/news/foodservice/articles/oxxo-retains-cbx\" target=\"_blank\">http://www.cspnet.com/news/foodservice/articles/oxxo-retains-cbx</a>', 'OXXO Retains CBX', '', 'inherit', 'closed', 'closed', '', '1759-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1759, 'http://cbx.cappendev.com/1759-revision-v1', 0, 'revision', '', 0),
(2990, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p>New York, NY -- May 4, 2010 -- Diverging completely from traditional pastel hues and floral patterns, U by Kotex – a new product line from Kimberly-Clark featuring tampons, liners and pads targeting 14- to 22-year-olds - hits the shelves this month. According to the firm that designed the brand\'s packaging graphics, the line\'s black packaging accented with bright colors signal a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\"Kimberly-Clark aims to completely redefine the feminine hygiene category. The challenge in doing so was pinpointing the exact visual territory for the brand. We strategically mapped the different personalities of women in this age group in order to drill down to the visual essence that would be most meaningful for the U by Kotex brand,\" says Gregg Lipman, managing partner of New York-based branding agency CBX. \"The idea is to help girls and women feel empowered by providing them with opportunities to express themselves.\"\r\n\r\nThe design for the packaging was based on extensive research. Teens and young women expressed a need to tone down the embarrassment factor (e.g., tampons accidentally falling out of a purse or backpack), therefore the packaging is discrete while still making a statement. \"We drastically altered the visual landscape of the feminine health aisle by creating a graphic vocabulary for U by Kotex that leverages color palettes and abstract patterns from the fashion world,\" explains Rick Barrack, Chief Creative Officer, CBX. \"The black package is attention-grabbing on the shelf, yet discreet when sitting in the shopping cart, purse or home.\"\r\n\r\nUnder CBX\'s design, the letter \"U\" stands out on the box as an icon for the brand. \"Contemporary, straightforward, clean fonts are used to call out brand, product type and form,\" Barrack continues. \"The product names have more personality and reflect the benefits of the products.\" For example, \"U by Kotex Click*\"\r\n\r\nTampons make a click sound when fully extended and are ready for use and \"U by Kotex Barely There*\" Liner is a very light liner fit for any kind of undergarment. Additionally, many of the product names convey the feel of a girl\'s handwriting.\r\n\r\nThe packaging is all about surprise and delight both externally and internally. Every aspect of the package is an experience from the outer carton to the inner wrappers. The windows on the package help simplify the shopping experience by allowing the consumer to see the products and easily gauge product thickness and size.\r\n\r\nAs part of the introduction, the brand\'s new compact tampon, \"U by Kotex Click*\" Tampon is also merchandised with reusable tin containers that come in 56 different patterns for taking products on-the-go. The reusable tins are almost completely unbranded (except for a small logo on the back of the tin), to allow for complete privacy.\r\n\r\n\"No other U.S. brand in this category offers tins,\" says Barrack. \"They\'re really an effective way of expanding the brand\'s reach, as they can be merchandised in the feminine hygiene section, cosmetic aisles, checkout counters, and other sections of the store.\"\r\n\r\nThe brand is also utilizing the back of the package in a unique way. CBX worked closely with the U by Kotex brand team to develop 60 to 70 different myths/facts that will appear in rotation on the back panel. These include valuable heath facts, as well as playful, fun facts to make girls feel better about themselves, while educating them about feminine health. The back panel is also designed to help drive traffic to the website, www.ubykotex.com, where young women have opportunities to learn, engage and share. U by Kotex is available in stores now.\r\n\r\n<strong>About Kimberly-Clark:</strong>\r\nKimberly-Clark and its well-known global brands are an indispensable part of life for people in more than 150 countries. Every day, 1.3 billion people - nearly a quarter of the world\'s population - trust K-C brands and the solutions they provide to enhance their health, hygiene and well-being. With brands such as Kleenex, Scott, Huggies, Pull-Ups, Kotex and Depend, Kimberly-Clark holds No. 1 or No. 2 share positions in more than 80 countries. To keep up with the latest K-C news and to learn more about the company\'s 138-year history of innovation, visit www.kimberly-clark.com.', 'Package Design For U by Kotex Helps Redefine Feminine Product Category', '', 'inherit', 'closed', 'closed', '', '1617-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1617, 'http://cbx.cappendev.com/1617-revision-v1', 0, 'revision', '', 0),
(2991, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p>Rick Barrack of brand agency CBX explains how elements of nostalgia are used in package design to convey quality, build credibility, and establish trust.</P>\r\n\r\n\r\n\r\n<a href=\'http://www.youtube.com/watch?v=ARg_9ARYC8Q&#038;feature=plcp\'>Packaging Nostalgia with Rick Barrack</a>', 'Package Design Workshop: Nostalgic packaging creates personal connection', '', 'inherit', 'closed', 'closed', '', '1544-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1544, 'http://cbx.cappendev.com/1544-revision-v1', 0, 'revision', '', 0),
(2992, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p>All-natural crystals promote health and hydration, and package graphics signal YZ’s effervescent properties.\r\nTower Laboratories is quenching consumers’ ever-growing thirst for proactive health products with YZ (pronounced “wise”) All-Natural Hydravescent Crystals. Tower Laboratories is a division of Towers Brands and a manufacturer of private-label effervescent products, including denture cleaners, analgesic antacids, and bath tablets.\r\n\r\nSeeking a way to extend its proprietary effervescent technology, Tower Laboratories turned to branding firm CBX to help innovate new product ideas. The branding team decided to focus on the category of proactive health and hydration for the application of Tower Laboratories’ technology.\r\n\r\nThe YZ brand that grew out of this research includes All Natural Hydravscent Crystals, which are added to water to proactively foster good health. The line consists of three products: Immunity (Orange Mango Pineapple), Antioxidant (Raspberry Green Tea), and Digestive Health (Lemon Ginger).\r\n\r\nThe crystals contain 20 calories per serving, respond to a variety of health issues, and feature electrolytes to aid hydration.\r\n\r\nThe product comes in seven “stick” packets inside a carton. A color-coded logo and benefit bar—green for the Antioxidant packs, orange for the Immunity packs, and yellow for Digestive Health packs—make it easy to understand the benefits and clearly differentiate the products. Luscious and natural fruit photography further communicates each flavor. The brand name appears on the front carton, placed inside a circular logo surrounded by bubbles to signal the product’s effervescent nature. A narrative about the benefits of the bubbles runs along the side of the package.\r\n\r\n“While there are many other water-enhancing products on the market, the effervescent bubbles in YZ are actually better, as they help to disperse ingredients quickly and evenly,” says Henry McInerney, Tower Brands CEO.\r\n\r\nYZ products are available online, at Connecticut specialty retail stores, and in health clubs and Pilates studios across the nation.\r\n\r\nIn addition, Outthink, Tower Brands’ marketing firm, developed innovative ways to introduce the YZ to the target audience. One of them involves working in conjunction with a sports nutritionist to launch a grass-roots campaign leveraging social media marketing, online sampling, and couponing.\r\n\r\n<a href=\"http://www.packworld.com/package-design/graphic/package-helps-sell-benefits-crystal-based-hydration-product\" target=\"_blank\">http://www.packworld.com/package-design/graphic/package-helps-sell-benefits-crystal-based-hydration-product</a>', 'Package helps sell benefits of crystal-based hydration product', '', 'inherit', 'closed', 'closed', '', '1756-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1756, 'http://cbx.cappendev.com/1756-revision-v1', 0, 'revision', '', 0),
(2993, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Marketers of ice cream, beer, soup and even shampoo are discovering what stylish women everywhere know: It\'s totally awkward when two guests show up at the party wearing the same little black dress.</br>Anheuser-Busch InBev recently introduced its first black beer bottle, complete with a black label, for Beck\'s Sapphire. Häagen-Dazs, owned by General Mills Inc., has just brought out a gelato line in black containers.</br>\r\nEven the once-cheery laundry detergent aisle, a veritable \'60s kaleidoscope of blues, greens and oranges, is going darker. So is soup.</br>\r\n\"The use of black has really exploded,\" says Mike Cecil, senior brand manager of Renuzit air freshener from Henkel AG\'s Dial Corp., which in August introduced a new line of cone fresheners packaged in black.</br>\r\nBut a Renuzit rival, Air Wick from Reckitt Benckiser, launched its own black packaging for a line of air fresheners named for the national parks last month. Black helps companies \"break through the clutter,\" says Domenick Tiziano, senior brand manager for Air Wick.</br>\r\nBig supermarket brands invest countless hours and dollars studying which colors and graphics will grab the eye of hurried shoppers maneuvering through crowded store aisles. So the more-or-less simultaneous adoption of black by a brand and its rival would seem like an unfortunate coincidence.</br>\r\nNot at all, Renuzit\'s Mr. Cecil says. His competitor Air Wick is using black for candles, scented oils and automatic sprayers—but not cones.</br>\r\nBecause most stores stock air fresheners according to form, not brand, the two brands say their black packages are unlikely to sit next to each other on shelves.</br>\r\nSome marketers say black\'s popularity is a reaction to the continued lackluster economy, which has consumers gravitating to lower-priced items. Black subtly conveys \"premium,\" they say.</br>\r\nPeople want premium products so long as they don\'t cost too much, says Pat McGauley, vice president of innovation at Anheuser-Busch. Consumers are saying, \"I can\'t drive a high-end car but I can drink a slightly more premium beer without breaking the bank.\"</br>\r\nBeck\'s Sapphire, which Anheuser-Busch says is brewed with \"German sapphire aroma hops,\" costs 20% to 25% more than regular beer.</br>\r\nShampoo rivals are also dressing alike for the packaging prom. In January, L\'Oréal SA launched Advanced Haircare shampoos and conditioners, a new line in sleek black bottles—the same month when Procter &amp; Gamble Co. brought Pantene\'s black-clad Expert Collection to stores.</br>\r\nThe use of black is especially striking for Pantene, which has relied on white for its packages for so long. People inside P&amp;G even sometimes use the phrase \"wall of white\" to refer to Pantene\'s territory in the shampoo section.</br>\r\nKevin Crociata, marketing director of P&amp;G\'s North American Hair Care business, wouldn\'t comment as to whether he is worried about Pantene\'s and L\'Oréal\'s dueling black packages. A spokeswoman for L\'Oréal declined to comment.</br>\r\nWith so many brands in black, there is always a danger consumers will be turned off, or worse, simply won\'t notice.\r\nRenuzit is already updating its black air-freshener packages, which hit store shelves in summer, adding brightness to the images and text to help them pop even more on store shelves.</br>\r\n\"Our launch packaging ended up a bit darker than we set out,\" says Dial\'s Mr. Cecil. \"Being lead to market with black in a category brings with it some learning curves.\"</br>\r\nBlack has been a packaging standard in consumer electronics for years but once was considered taboo for other products, including food, packaging experts say.</br>\r\n\"You wouldn\'t even have the conversation about the color because it had too much negative baggage,\" says Rick Barrack, chief creative officer at CBX, a packaging design firm in New York.</br>\r\nThat changed in the economic boom of the 1980s, when more companies adopted black packages to signal luxury, says David Turner, partner at the package-design firm Turner Duckworth.</br>\r\nBreyers ice cream from Uniliver was among the products in that wave, he said. The trend eventually lost steam.</br>\r\nAn early sign of black\'s comeback came in 2010, when Kimberly Clark Corp., working with CBX, introduced a black package for U by Kotex. In the feminine-protection aisle, the product was a contrast to the pastel hues typically used on products there.</br>\r\nU by Kotex has built up a 7% market share in the $2.6 billion U.S. business.</br>\r\nFor Beck\'s Sapphire, Anheuser-Busch did extensive testing, showing consumers computer simulation of store shelves and using eye-tracking technology to observe how well they saw the product compared with others.</br>\r\nAnheuser\'s Mr. McGauley says his company had \"some reservations\" when it was contemplating using a black bottle and black label because, he says, \"black can look heavy.\"</br>\r\nIt added an image of a glass of golden beer to the six-pack holder, reassuring consumers that the beer itself wasn\'t black.</br>\r\nPantene\'s Expert Collection products sell for about $8.99, compared with a base price of about $3.99 for regular Pantene. \"The technology inside is really breakthrough,\" says Mr. Crociata at P&amp;G. One of the formulas has a thickening agent that \"gives you the feeling of 6,500 more hair strands in your ponytail.\"</br>\r\nDial says the new Renuzit air fresheners have roughly 25% more premium fragrance oils and cost about 25 cents more than the company\'s existing cone fresheners.</br>\r\n\"It\'s about finding new ways to signal affordable luxury,\" says Mr. Cecil at Dial.</br>\r\nIn summer 2011, P&amp;G brought out Downy Unstopables, a line of black-packaged scent boosters that claims to give laundry \"up to 12 weeks of freshness.\"</br>\r\nThe product has exceeded expectations, generating $50 million in sales in the first year, a Downy brand spokeswoman said, and it\'s on track to double sales this year. It sells for about 32 cents an ounce, compared with 9 cents an ounce for regular Downy.</br>\r\nProduct makers are under unrelenting pressure to differentiate their products in the sea of cardboard and plastic in supermarkets.</br>\r\nThe number of new product introductions has exploded over the past decade. In 2012, 40,194 new products hit the market, up 52% from 2002, when 26,412 products were introduced, according to market research firm Mintel.</br>\r\n\"Packaging needs to work harder now,\" says Benjamin Punchard, Mintel\'s senior global packaging analyst.</br>\r\nFor Häagen-Dazs, it\'s critical to catch shoppers\' attention fast. \"A lot of people don\'t enjoy walking down the frozen-food aisle. It\'s cold and you are slightly uncomfortable,\" says Cady Behles, brand manager for Häagen-Dazs, which just launched a gelato line in black containers.</br>\r\nHäagen-Dazs conducted focus groups with 150 consumers last June, months ahead of the gelato launch.</br>\r\nParticipants in one group saw the new black packages nestled amid other ice creams in mock store shelves. A second group saw a gold-and-white container.</br>\r\nOverwhelmingly, Ms. Behles says, consumers found the black packages were more eye-catching and appealing.</br>\r\n\r\n<a href=\"http://online.wsj.com/article/SB10001424127887324662404578330162064184332.html?cb=logged0.12677355729725215#articleTabs%3Darticle\" target=\"_blank\">http://online.wsj.com/article/SB10001424127887324662404578330162064184332.html?cb=logged0.12677355729725215#articleTabs%3Darticle</a>\r\n\r\n&nbsp;', 'Packaging Noir', '', 'inherit', 'closed', 'closed', '', '1806-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1806, 'http://cbx.cappendev.com/1806-revision-v1', 0, 'revision', '', 0),
(2994, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Gregg S. Lipman:\r\nFor years, I always thought my friends up in Canada were exaggerating when they\'d talk about how fiercely protective the province of Quebec -- through its official language watchdog The Office québécois de la langue française (OQLF) -- was of its French language. There were stories filled with references to eating chiens chauds (literally \'hot... dogs\'), watching their favorite quart-arrière (quarterback) and having to stop for signs that read \"Arrêt,\" despite the fact that they say \"Stop\" in every other French-speaking country in the world.\r\n\r\nI always found these anecdotes simply funny, until I heard about the office\'s recent attempt to force major American retailers like Walmart, Costco, The Gap, Guess, Old Navy and Best Buy, to amend their brand names to include a French phrase/slogan that would clearly articulate what the company is selling. Not only would these brands have to change their signage -- they\'d also have to spend millions of bucks to update all their marketing materials, packaging, labels, price tags, and so on. All for what? To dilute their trademarks?\r\n\r\nAnd that was when the brand guy in me got a little -- how do you say -- \"PO\'ed\" (pardon my French). I mean, if I moved to Quebec, would I have to change my name to Gregoire?\r\n\r\nThe OQLF claimed they were just ensuring their Francization laws were now simply being respected, even though it had not uttered a peep when those companies first started operating in the province. But their attempt was made very adversarial by threats of fines, denial of government subsidies/contracts or even suspension of the certificates of compliance necessary to operate a business in Québec.\r\n\r\nNot surprisingly, the American companies targeted responded with a stinging lawsuit, questioning the entirety of the premise and timing of the OQLF\'s nefarious undertaking. And why wouldn\'t they?\r\n\r\n- We know full well it often takes years and many millions of marketing dollars, to create a distinctive and memorable brand\r\nname. It is a huge investment that cannot be toyed with on what appears to be a whim.\r\n- The strength of a trademark -- especially an international one -- correlates most strongly with its consistent, if not uniform,\r\npresentation and application throughout its markets.\r\n- Brand equity, brand recognition and brand valuation are now readily acknowledged as vitally important elements of a brand\'s\r\noverall worth.\r\n\r\nThe OQLF outlined four ways for brands to alter their names. Unfortunately, each and every one of them poses serious threats to their brand trademarks and global credibility. Here\'s how:\r\n\r\n<strong>1. Attaching a French word that would describe what the American company sells/does</strong>\r\n\r\nHolds great potential to be visually awkward on signage. How would French descriptors even help in the first place? Would Habits The Gap (literally \'Clothes The Gap\') or Le Magasin Walmart somehow get a potential Quebec shopper any closer to understanding what either company sells (assuming they\'ve never heard of them)?\r\n\r\n<strong>2. Creating a French version of the American Trademark</strong>\r\n\r\n- Doable and not altogether uncommon (see Green Giant/Géant Vert in France or KFC/Poulet Frit Kentucky in Quebec).\r\n- But this option would not work for a Walmart or J. Crew or Starbucks or any proper name brand.\r\n- You risk creating a name that has no visual or etymological connection to its original brands at all (see Staples/Bureau en Gros. Can Whole Foods/Nourritures Entières be far behind?).\r\n\r\n<strong>3. Creating a multiple word slogan, all in French that would describe what the American Company sells</strong>\r\n\r\nIf a single French word could potentially be awkward, imagine what multiple descriptive words will look like! With modern retailers increasingly broadening their product mixes (Urban Outfitters -- to pick just one example -- sells everything from clothing to books to jewelry to cameras and vinyl records) to include complementary and lifestyle products, how could this strategy effectively communicate the totality of a retailer\'s offerings?\r\n\r\n<strong>4. Keeping the original American brand name but reducing its size dramatically and slotting it under its far larger,</strong><strong> translated-into-French name</strong>\r\n\r\nThis is clearly the worst option of the bunch. Imagine a sign with two brands on it, one saying Vieille Marine and directly below it, in much smaller letters, the words Old Navy. It would be chaos on signage, nor would that in any way clarify to a potential consumer what it is the brand sells or does.\r\n\r\nSo nice of you to offer these suggestions, Quebec. But do you really think that Walmart is going to become Le Magasin Walmart just for your shoppers? Even the \"real\" French are less stringent about their language laws -- and that\'s saying a lot. Don\'t get me wrong: I find it admirable of you to want to preserve your French heritage. But as a brand professional I also find it wholly naïve. I mean, when a brand invests millions and millions of dollars in establishing a name, why would they risk devaluing its international recognition by changing it for one small region of the world?\r\n\r\nFurthermore, while there was certainly a time in our civilization\'s history where a language only applied to a specific, corresponding culture, in this day an age, the high degree of exposure, interaction and connectivity afforded us (in large part thanks to technology) has allowed language to mutate to such a high degree that it has effectively decoupled from culture. That is to say: a culture that spawned a language, no longer necessarily defines it.\r\n\r\nLanguage adapts very quickly to changing environments and imports heavily from other languages it comes in contact with. And we know that centuries of close proximity to America has enabled many English words to migrate over into French. To assume that they would need English retail signage translated into French is thus, well, silly. After all, over here in America, we\'re not translating Le Pain Quotidien into \"The Daily Bread\" or \"Le Chateau\" to \"The Castle.\" Trying to legislate language is not only virtually impossible, it shows a willful disregard for the power of language and its free exchange between societies, as a continuing catalyst for cultural and creative growth.\r\n\r\nAnd for the record, I think that Gregg is a helluva nicer name than Gregoire. Just saying.\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/pardon-my-french-quebec_b_2396822.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/pardon-my-french-quebec_b_2396822.html</a>\r\n\r\n&nbsp;', 'Pardon My French...', '', 'inherit', 'closed', 'closed', '', '1792-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1792, 'http://cbx.cappendev.com/1792-revision-v1', 0, 'revision', '', 0);
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(2995, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The international jury of Pentawards®, the first worldwide competition devoted exclusively to Packaging Design, chaired by Gérard Caron, is announcing its 2016 winners.\r\nThis year, which celebrates the 10th anniversary of the Pentawards, the winners received the following global awards in Shanghai’s design hotel Hyatt on the Bund in front of more than 250 designers and brand owners from all around the world (24 countries represented).\r\n\r\n<strong>PENTAWARDS 2016:</strong>\r\n<strong>5 Platinum Pentawards, the Best in each Category</strong>\r\n\r\nBesides the Diamond Pentaward, the best of the show (Domino’s Pizza) the international jury chaired by Gérard Caron also awarded the 5 \"Best of the Category\" prizes.\r\n\r\n<strong>The BEVERAGES Platinum</strong>\r\n<strong>...went to the superb bottle of Imayotsukasa Sake created by Bullet agency (Japan)</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/imsake.jpg\"><img class=\"alignnone size-full wp-image-10264\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/imsake.jpg\" alt=\"imsake\" width=\"500\" height=\"500\" /></a>\r\n\r\nThis special sake is named after the carp, a famous ornamental fish and a symbol of Japan, which has been bred for decades in the same Niigata prefecture where this Nishikigoi sake is manufactured. Considered a living jewel, the carp has beautiful red patterns on a white body and this scheme has been adopted in the bottle design where the red is printed directly on to the white bottle. Japanese brush-work was used to create the red elements, while the outer box features a window in the shape of a fish. The combining of white, red and gold gives a luxurious impression and makes it an excellent gift, while the packaging helps Nishikigoi stand out from other sake brands in the Japanese and overseas markets.\r\n\r\n<strong>The FOOD Platinum</strong>\r\n<strong>...was won by CBX (USA) for the packaging of meat from Man Cave Meats.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/pent.jpg\"><img class=\"alignnone size-full wp-image-10263\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/pent.jpg\" alt=\"pent\" width=\"500\" height=\"500\" />\r\n</a>The founders of Man Cave Craft Meats, Nick and Josh Beste, were university students when they launched their business, by crafting innovative flavor combos with an obsessive focus on quality. Moving from the stall at the Minneapolis Farmers Market out into grocery stores required the creation of a punchy packaging design for Man Cave Craft Meats to proclaim the makers’ innovative flavor combinations and obsessive pursuit of quality. This was a product with a bold and authentic identity, and a strong measure of individuality, reminiscent of the artisanal world of craft beer with its small-batch production and straightforward, masculine irreverence. So for the unpretentious foodie core customer, the new design uses hand-crafted typography on a strong black background, and images of burly, bearded men with tattoos, alongside taglines such as: “Long live the butcher!”\r\n\r\n<strong>The BODY Platinum</strong>\r\n<strong>...is awarded to Mousegraphics (Greece) for a series of packaging for the BIC brand socks.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/bic-sock.jpg\"><img class=\"alignnone size-full wp-image-10265\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/bic-sock.jpg\" alt=\"bic-sock\" width=\"500\" height=\"500\" /></a>\r\n\r\nBIC is a company with a strong brand known worldwide. A fresh packaging idea here brings a number of Bic products together by the use of a smart but simple concept and its variations: if socks dress the feet, shoes complete the process, then socks for sale on the shelf can also be ‘dressed’ in shoes in a playful manner that catches the eye immediately. The packaging for each style features the image of a type of shoe (women’s, men’s, sports, casual) to match the sock. Within the brand’s range this creates a discrete category that is easy to identify (shoes) while also providing a unifying principle.\r\n\r\n<strong>The OTHER MARKETS Platinum</strong>\r\n<strong>...is awarded to The Partners (UK) for a range of packaging designs for Argos \'Simple Value\' household appliances.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/house.jpg\"><img class=\"alignnone size-full wp-image-10266\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/house.jpg\" alt=\"house\" width=\"500\" height=\"500\" /></a>\r\nArgos is the UK\'s leading digital retailer - 33,000 products 53,000 lines, 130 million customers, 840 UK stores. Consisting of 140 basic household items, the Argos \'Simple Value\' range offers solid quality at low prices. It was this combination of simplicity with value that led to the name, and the packaging also reflects the fact that these products speak for themselves. But simple need not mean dull, and while the product descriptions communicate the basic values there are unexpected twists that lift the copy into something that engages more personally with customers. Different designs have also been created for all these items, and with several hundred thousand units produced per year the simplicity of the print production makes it easier for international suppliers to contribute to the range..\r\n\r\n<strong>The LUXURY Platinum</strong>\r\n<strong>...goes to Coley Porter Bell (United Kingdom) for the luxurious Chivas Regal bottle, The Icon, and its superb packaging.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/regal.jpg\"><img class=\"alignnone size-full wp-image-10267\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/regal.jpg\" alt=\"regal\" width=\"500\" height=\"500\" /></a>\r\n\r\nChivas Regal is considered the world\'s first luxury whisky. It was the first Scotch to be exported to the rest of the world in 1909 and became the iconic whisky of its time, drunk by the global elite. Fast forward just over one hundred years and Coley Porter Bell were tasked with developing the positioning, visual identity and packaging for a new ultra-prestige product that would serve to enhance Chivas Regal\'s luxury credentials. As a permanent expression representing the pinnacle of the range (retailing at US$3,500), their challenge was to get to the very essence of the brand\'s visual DNA. To deconstruct its qualities and re-imagine them in the purest, most sublime form. They needed to look backwards in order to look forwards and in doing so, they struck upon their inspiration - the original 1909 bottle - an icon of its day. The design pays tribute to the brand\'s illustrious past - the green crystal decanter in particular, but also the touches of red throughout the packaging, the reference to the ship on the badge and the presentation case pay homage to the iconic green bottle of 1909 and the brand\'s export story. The agency worked closely with a leading luxury cabinet-maker and the master craftsmen at Dartington Crystal. Each decanter is mouth-blown and hand finished.\r\n\r\nRead the full article in <a href=\"http://www.brandpackaging.com/articles/85570-pentawards-announces-2016-packaging-design-winners\" target=\"_blank\">Brand Packaging</a>\r\nPhotos Courtesy of the Pentawards', 'Pentawards Announces 2016 Packaging Design Winners', '', 'inherit', 'closed', 'closed', '', '2273-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2273, 'http://cbx.cappendev.com/2273-revision-v1', 0, 'revision', '', 0),
(2996, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>New York, NY - October 3, 2011 - CBX, the brand agency, has received two prestigious Pentawards at the sixth annual competition. The Pentawards is the first on-line global awards competition devoted entirely to packaging design.\r\nThe awarded projects included:\r\n<strong>U by Kotex Tween (Kimberly-Clark)</strong> – Bronze Award – Like it’s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, with positioning and packaging that breaks through the category clutter. 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> - Bronze Award – 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 in a sophisticated way.\r\n\r\nThis year\'s competition brought in over 958 entries from 51 different countries. An international jury of 12 specialists in packaging design evaluated entries. The Pentawards prize ceremony was held in New York on the 29th of September, at the Marriott Marquis on Times Square.\r\n\r\nThe designs awarded will be presented January 2012 in Paris at the DesignPack Gallery, the creative space devoted to packaging design, opened under the initiative of the Fabrice Peltier. For more information on the Pentawards, visit http://www.pentawards.org\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards.jpg\" alt=\"\" title=\"Pentawards\" width=\"825\" height=\"903\" class=\"alignnone size-full wp-image-671\" /></a></p>', 'Pentawards Recognizes CBX in  Fifth Annual International Competition', '', 'inherit', 'closed', 'closed', '', '1590-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1590, 'http://cbx.cappendev.com/1590-revision-v1', 0, 'revision', '', 0),
(2997, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>New York, NY – October 1, 2010 – CBX, the strategic branding firm, has received two prestigious Pentawards at the fifth annual competition. The Pentawards is the first on-line global awards competition devoted entirely to packaging design.\r\nThe awarded projects include:\r\n\r\n<strong>U by Kotex -</strong> Platinum Award, Best in Category (Body-Healthcare) – 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\n<strong>Duane Reade DeLish -</strong> Silver Award (Food-Distributor’s Own Brands) – The Duane Reade DeLish Series is one of several brands that CBX redesigned for the New York chain of drug stores’ private label portfolio. 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\nThis year’s competition brought in over 800 entries from 39 different countries. An international jury of 12 specialists in packaging design evaluated entries. The Pentawards prize ceremony was held in Shanghai on the 30th of September, at the Belgain-Eu Pavillion at Shanghai Expo 2010.\r\n\r\nThe designs awarded will be presented January 2011 in Paris at the DesignPack Gallery, the creative space devoted to packaging design, opened under the initiative of the Fabrice Peltier. For more information on the Pentawards, visit http://www.pentawards.org\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards-Press-Release-100810.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards-Press-Release-100810.jpg\" alt=\"\" title=\"untitled\" width=\"825\" height=\"470\" class=\"alignnone size-full wp-image-710\" /></a></p>', 'Pentawards Recognizes CBX in Fifth Annual International Competition', '', 'inherit', 'closed', 'closed', '', '1612-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1612, 'http://cbx.cappendev.com/1612-revision-v1', 0, 'revision', '', 0),
(2998, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>Marketing a workaday product like antifreeze requires the help of a credible endorser—but boy, has that definition changed...\r\nThe hardworking folks who manufacture the 108 million gallons of antifreeze produced annually in the U.S. have had the same marketing headache for the last 74 years. Most Americans simply don\'t think about antifreeze. (When they do, it\'s probably not about any particular brand of the stuff.)\r\n\r\nEver since 1937, when domestic automakers first poured ethylene glycol down radiator pipes to keep liquid-cooled engines from freezing, drivers have pretty much taken the chemical compound for granted. This is why antifreeze brands have historically devoted a lot of thought to the selection of the right product endorsers--people who can speak to the reliability, efficacy, and overall importance of that iridescent green liquid.\r\n\r\nIn 1947, for the marketers at Prestone, the man for that job was East Orange, N.J., Fire Department Chief Charles A. McGinley, shown in the ad on the right. Did it matter\r\nthat none of the readers of The Saturday Evening Post had any idea who he was? No, it did not. The 61-year-old had been a fire chief for 17 years. His job was to save lives--and he used Prestone to make sure his pumpers started. Enough said.\r\n\r\n\"This was serious stuff; it was heroism,\" observes Rick Barrack, founding partner and chief creative officer of branding firm CBX. \"People in uniform were the celebrated figures of the postwar era. And while you may just be the average motorist, [this ad said] you should trust this product because our stately fire chief here does.\"\r\nNot only does McGinley tell you as much (\"No freeze-ups for my car,\" the gray-haired fire chief proclaims), the ad jabs you with proof of just how important the choice of an antifreeze brand can be. The newspaper clipping in the upper left-hand corner implies, in effect, that 17 people in New Jersey owe their very lives to the fact that McGinley poured Prestone into his trucks.\r\n\r\nBut times change. While Peak antifreeze may have needed a product endorser in 2011 every bit as much as Prestone needed one 64 years ago--and has clearly found one in Nascar driver Danica Patrick, opposite--the chivalrous and noble-minded themes of the postwar era are gone. \"You can apply trust to this new ad insofar as this is a professional race car driver who trusts this product in her car,\" Barrack says. \"But Danica is far from a hero. Does she represent trust and authority? Absolutely not. Yet in this day and age, what\'s it matter? Men like babes. Men like babes who drive fast.\" Another jug of antifreeze--sold!\r\n\r\nA side note: While Patrick is a true national celebrity, Chief McGinley was far from being just an average Jersey guy. Five years after this ad ran, Popular Mechanics devoted an entire article to McGinley for his design of an improved fire truck fitted with lifesaving equipment.\r\n\r\nAlas, Prestone was not mentioned. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-01.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-01.jpg\" alt=\"\" title=\"PERSP-cold-outside-01\" width=\"652\" height=\"536\" class=\"alignnone size-full wp-image-4910\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-02.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-02.jpg\" alt=\"\" title=\"PERSP-cold-outside-02\" width=\"652\" height=\"688\" class=\"alignnone size-full wp-image-4911\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/perspective-baby-its-cold-outside-136494\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/perspective-baby-its-cold-outside-136494</a>', 'Perspective: Baby, It\'s Cold Outside', '', 'inherit', 'closed', 'closed', '', '1727-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1727, 'http://cbx.cappendev.com/1727-revision-v1', 0, 'revision', '', 0),
(2999, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'To differentiate in the pet food aisle, brands are taking cues from successful design trends of food packages for people.</br>Once upon a time, if you were shopping for pet food, you\'d immediately be overwhelmed by a case of \"cute overload.\" It seemed every bag (with the exception of the always clinical Science Diet brand) featured a photo of a ridiculously adorable pooch or pussycat, looking out at you with soft, adoring eyes and fur you wanted to reach out and stroke. Even the most cold-hearted of individuals would find themselves crooning \"Awww!\" when walking down the pet food aisle.</br>\nThe problem with those packages was that there was no differentiation-and more importantly, no real information-on the bags. But over the years, pet food marketers have come to recognize that people are trained to shop a certain way for their own food and they apply these same behaviors when shopping for their pets. That means that the same visual and verbal cues are turning up on Casey the Calico\'s and Dexter the Doberman\'s dinners.</br>\nA deep dive into the current state of pet food packaging shows that there\'s really not much difference between marketing pet food and human food today. Among some of the most significant cues-which also turn up on the food humans purchase-are these five nutritional tables or food pyramids; photography and food styling that conveys appetite appeal and freshness of ingredients; brand stories; on-pack language that tells you not only what\'s inside, but what\'s not inside a bag; and imagery that speaks to animals\' true natures.\n</br>\n<strong>1. Nutritional tables/food pyramids</strong></br>\nPet food consumers are now more educated than they were in the past, about their own food and about their pets\' food. They harbor the same concerns for their pets as they do for themselves, and with good reason: Issues like obesity and allergies, so prevalent among today\'s children, are now also major concerns for dogs and cats. In 2012, the majority of adult dogs and cats-53 percent of dogs and 55 percent of cats-were classified as overweight or obese by their veterinarians.</br>\nTo educate consumers, companies are featuring nutritional tables and food pyramids prominently on pack, letting consumers know what allowances of vitamins and nutrients they will find inside. Nutro Ultra\'s food pyramid on the front of pack breaks down the product into three categories: \"Powerful Antioxidants,\" \"Whole Grains & Natural Oils\" and \"3 Lean Proteins.\" On the back, the bag features illustrations for 12 ingredients found inside the product, including whole flaxseed, pure sunflower oil and rolled oats.\n</br>\n<strong>2. Better photography/food styling </strong></br>\nPhotography and photo styling have moved away from the pet-centric or pet-plus-owner-centric photography of recent years and are now more focused on the actual food. Photography styling is less propped and more real, with food appearing the way you\'d see it in real life-scattered across a table, as opposed to perfectly (and fakely) sitting in a bowl. The goal: for consumers to think, \"That looks good, that looks tasty, that looks healthy\" in the same way they do when they see something appetizing for themselves. Nature\'s Variety Homestyle by Prairie is one of several brands that showcase food the way it really looks: fresh, raw and being prepared by a human on a kitchen table.\n</br>\n<strong>3. Brand story </strong></br>\nThe artisanal, small-batch trend is huge in human food and, not surprisingly, it\'s also beginning to carry over to pet food. Consumers are more apt to buy something that feels like it\'s been made by the \"little guy,\" and to attach themselves to brand\'s with compelling brand stories. Consumers are asking \"Where does it come from?\" \"How is it made?\"</br>\n\"What\'s it going to do for me?\" and companies are answering by putting their stories on pack and on their web sites, making their brand purpose undeniably clear.</br>\nMerrick Grain Free dog food feels more artisanal and local, with its use of a family name, a smaller bag (for small batch feel), call out of ingredients like \"Real Texas Beef,\" and touchy-feely copy such as \"From our kitchen to yours.\" And speaking of copy, companies are now adding more modifiers before ingredients, so that what was once just \"chicken\" and \"beef\" is now \"Chicken Dinner Recipe\" and \"Country Beef Grill.\" Once again, they are making things more like human food and tapping into verbal cues consumers have been grown accustomed to hearing for their own food. Of course, your dog doesn\'t care where it came from-but you do.\n</br>\n<strong>4. \"No\" language </strong></br>\nConsumers are avoiding the same things for their pets that they do in their own meals, so at the same time they want to know what\'s in pet food, they also want to know what\'s not inside. Many brands are calling out things like \"no meat by-products,\" \"no wheat,\" \"no gluten\" and \"no artificial preservatives.\" In fact, some packages simply feature an oversized \"NO\" on bag.</br>\nIams Sensitive Naturals\' bag, for example, features an image of a fish-its primary ingredient-alongside four circles with slashes through their simple graphics, to convey \"No chicken,\" \"No corn,\" \"No wheat\" and \"No soy.\" Copy correlates to these visuals: \"Specially formulated with fish to limit ingredients that may cause itching and scratching.\"\n</br>\n<strong>5. Animal nature </strong></br>\nThere is a recent movement in the pet food world to give animals the foods they were meant to eat in the wild. By recognizing the physiology of pets as animals, we can treat dogs as dogs and cats as cats, which means giving them high-protein diets with limited ingredients. This trend toward the \"limited ingredient diet\" (LID) and giving animals what they instinctually want is promoted on packaging and illustrations that show animals in the wild, sometimes hunting the food they consume, such as fish.</br>\nNatural Balance dog food features a huge \"LID\" on several of its bags. Purina ONE SmartBlend\'s newest line, True Instinct, combines an illustration of an elk and photography of a turkey in the wild and raw chicken and beef chunks in a bowl to convey that this is the food of a dog\'s natural instinct.</br>\nAnd pet food isn\'t the only packaging that\'s changed. Pet treats, which used to be considered like Doritos or Twinkies for dogs, are now being made from better ingredients and linked to a specific benefit. For example, Dogswell\'s chicken and duck jerky treats promote things like Happy Hips and Vitality. This moment of emotional connection for pet owner and pet, which used to be all about indulgence, is now also about health: \"I want the enjoyment of treating my dog, but I also want it to be good for him.\"</br>\nAll of these changes point to one almost certain fact: If there is a trend blowing through the food and beverage aisle, chances are pretty strong that you\'re going to see them turning up in the pet food aisle. If the design of today\'s packaging is any indication, this is a good thing-though I must confess I\'ll miss all those cute little dog and cat faces. Guess that\'s why the website Cute Overload still exists. \n</br>\n<a href=\"http://www.packagingdigest.com/article/print/523780-Pet_food_packaging_gets_real.php\" target=\"_blank\">\nhttp://www.packagingdigest.com/article/print/523780-Pet_food_packaging_gets_real.php</a>', 'Pet food packaging gets real', '', 'inherit', 'closed', 'closed', '', '1865-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1865, 'http://cbx.cappendev.com/1865-revision-v1', 0, 'revision', '', 0),
(3000, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>NEW YORK, N.Y. (9/12/08) -- PetroChina (NYSE: PTR), China\'s second largest petroleum retailer with more than 18,000 stations across the country, has selected the retail division of New York-based CBX to develop a brand strategy and new prototype for its fuel and convenience store operation.\r\nBanking on CBX\'s global expertise in the petroleum and convenience retail sector, PetroChina\'s new store prototype will bring together all aspects of the firm\'s service offerings, from brand strategy, graphic and retail design, to operations and merchandising consulting. Design support will be provided from CBX headquarters in New York and its offices in Beijing and Shanghai.\r\n\r\nIn the consulting arena, working in tandem with The Murphy Group LLC, based in Washington, D.C., CBX will provide strategic guidance on network planning and rationalization, global best practice benchmarking, as well as support in such areas as operational procedures, policies and employee training.\r\n\r\n\"PetroChina\'s new store prototype will bring together global best-in-class design and merchandising to the world\'s second largest integrated oil and gas company by market capitalization behind Exxon Mobil,\" said Joseph Bona, president of CBX\'s retail division. \"The new retail format is intended to position PetroChina as the premier convenience retailer of choice in the Chinese market by attracting the burgeoning middle class of drivers and customers looking for convenience. As today\'s Chinese consumer is growing used to seeing and shopping the world\'s best global brands, retailing expectations have been elevated requiring these new stores to meet the challenge.\"\r\n\r\n\r\n<strong>About PetroChina</strong>\r\n\r\nFounded in 1999 and headquartered in Dongcheng, Beijing, People\'s Republic of China, PetroChina has annual revenue of more than $90 billion (USD) and is the listed arm of state-owned China National Petroleum Corporation (CNPC). PetroChina Limited is mainland China\'s largest producer of oil.\r\n\r\n<strong>About The Murphy Group LLC</strong>\r\n\r\nThe Murphy Group LLC (TMG) is a global business development consultancy focused on the fuels and convenience retailing industry. Its variety of services includes market entry strategies, brand development, training, operational improvement, global best practice benchmarking and strategic planning.</p>\r\n', 'PetroChina Limited Selects CBX Retail Division for New C-Store Prototype and Branding Work', '', 'inherit', 'closed', 'closed', '', '1645-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1645, 'http://cbx.cappendev.com/1645-revision-v1', 0, 'revision', '', 0),
(3001, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Philadelphia-based hunger relief organization Philabundance has opened a new grocery store called Fare &amp; Square in Chester, Pa. The 13,000-sq.-ft. store marks the country’s first-ever nonprofit grocery concept. The company brought in New York-based CBX to help design the new store, which features six departments: produce, deli, fresh meat, seafood, dairy, frozen and dry goods, featuring brand name and private labels. With a free annual membership, customers will have access to fresh produce, meats, dairy, seafood and frozen foods at low prices.<a href=\" http://www.ddionline.com/displayanddesignideas/industry-news/Philabundance-Opens--10259.shtml\" target=\"_blank\">\nhttp://www.ddionline.com/displayanddesignideas/industry-news/Philabundance-Opens--10259.shtml</a>', 'Philabundance Opens First U.S. Nonprofit Grocery Store', '', 'inherit', 'closed', 'closed', '', '1860-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1860, 'http://cbx.cappendev.com/1860-revision-v1', 0, 'revision', '', 0),
(3002, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<div></div><div></div>\nA new 16,000-square-foot grocery store in Chester, Pa., is the city’s first in a decade. And although it boasts a design reminiscent of what consumers would find in a for-profit supermarket, the store — which made its debut in late September — is claiming to be the first nonprofit grocery store of its kind.\n\nFare &amp; Square opened in a former grocery building purchased by hunger relief organization Philabundance. It gives residents of Chester — one of 35 food deserts in the Delaware Valley, according to the USDA — easy access to a full range of fresh and nutritious national brand and private label foods, said CBX, a New York-based brand agency and retail design consultancy involved with the store’s development. The store places a special focus on offering fresh produce and meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices.\n\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley region.\nWhen planning the prototype, the organization asked CBX to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments. In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets. It also boasts a one-of-kind mural designed to showcase the spirit of Chester.\n\nThe colorful Fare &amp; Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare &amp; Square” set in a rounded-corner square — designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange. Modern elements such as light wood and stainless steel trim round out the palette, CBX stated.\n\n“The palette is designed to make Fare &amp; Square an energizing and inspiring, but comfortable, place to shop and congregate,” Bona said.\n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality, CBX noted. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls. Consistent with for-profit grocery stores, Fare &amp; Square perimeter departments also include dairy, deli, fresh meat and seafood.\n\nShoppers easily can navigate the store’s central core for canned and packaged staples, as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays, CBX explained. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. Near the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process.\n\n“In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare &amp; Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way, CBX said.\n\n“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 pointed out.\n\nBill Clark, president and executive of Philadelphia-based Philabundance, noted that the project has been in the works for a number of years, and he’s glad to see it fully built.\n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” Clark said. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\n&nbsp;\n\n<a href=\"http://www.plstorebrands.com/top-story-philadelphia_area_food_desert_welcomes_nonprofit_grocer-4357.html\" target=\"_blank\">http://www.plstorebrands.com/top-story-philadelphia_area_food_desert_welcomes_nonprofit_grocer-4357.html</a>', 'Philadelphia-area food desert welcomes nonprofit grocer', '', 'inherit', 'closed', 'closed', '', '1858-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1858, 'http://cbx.cappendev.com/1858-revision-v1', 0, 'revision', '', 0),
(3003, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Reassure consumers with a package design that conveys trustworthiness, craftsmanship, joie de vivre and simple goodness.</strong>\r\nWhatever food, beverage, over-the-counter (OTC) remedy or health and beauty care (HBC) product is in that box, bottle, can, pouch or jar, it’s going into or onto a consumer’s body. So that consumer needs to know that everything’s going to be OK with that product.\r\n\r\nIndustry experts agree, therefore: It’s important to be authentic, upfront and direct with your package design. Evoke purity and innocence. Convey vibrancy and joy. Build trust in your own brand.\r\n\r\nCompanies are embracing a more welcoming, friendly appearance on packaging to connect with consumers on a more personal level, says Deborah Ginsburg, founder and CEO of Oakton, Va.-based Strategia Design. Handmade artisanal looks with stripped-down styles, shapes, patterns and easy-to-read fonts bolster this image, Ginsburg declares.\r\n\r\nThe market-driving, influential millennial generation of young adults is drawn in by authenticity and innocence. They want products that are good to them and good to their earth.\r\n\r\n“Everyone wants to believe in something,” observes Jennifer Gaeto, creative director of Equator Design, Chicago.\r\n\r\nEco-friendliness is considered the norm to members of this generation, who seek genuine value from the things they purchase, Gaeto adds. Design that is more moody, less idealized, simple and straightforward tells a story consumers want to hear — that a product is less processed, purer and more natural.\r\n\r\nAbstract patterns, bold graphic elements, two or three colors, and monochromatic colorations are on-trend, especially for food and beverages, Gaeto declares.\r\n\r\nSimplicity and honesty are fresh, adds Maria Dubuc, director of Boston-based Marketing By Design.\r\n\r\n“This is a growing trend based on consumer reaction to overbearing and overworked brands that employ packaging filled with predictable yet disingenuous claims,” she says.\r\n\r\nClean and honest branding with minimalist graphics works better, Dubuc adds.\r\nTraceability, social responsibility and value experience are the three micro trends across the food, beverage, OTC and HBC categories that are impacting the private label industry, according to Jean-Pierre Lacroix, president of Toronto-based Shikatani Lacroix.\r\n\r\nLacroix groups these trends under the “macro health umbrella,” and says they relate mainly to baby boomers and millennials.\r\n\r\n“Boomers are entering their retirement and want to live longer and healthier. The emerging millennials’ buying power increases, and their interest [in] social responsibility, environmental issues and their own health will only get stronger with time,” Lacroix observes.\r\n\r\n<strong>Emerging trends</strong>\r\n“Delight and joy” have become prominent visual themes, says Chris Ertel, managing director of Kaleidoscope in Chicago.\r\n\r\n“We see floods of bright colors, reflecting a tone and energy associated with the brand. Taste and health credentials are confirmed through natural patterning, realistic photography, less-composed food styling and typography with personality,” Ertel says.\r\n\r\nVisually authentic style showcases the craft, quality and skill in both the product and packaging design, says Jim Lucas, principal and founder of The Evanston Consulting Group, Evanston, Ill. Some of these elements, he adds, include handwritten, raw, freeform or sketchy typography; vintage-inspired references or typography; simple hand-rendered illustrations; and natural color palettes.\r\n\r\nAnother emerging trend driven by millennials is what might be termed “in-the-moment,” Lucas adds. With high expectations and low patience, these consumers want the information they need to make a choice at the point of decision. Lucas cites Google research showing that 82 percent of smartphone users turn to their phones to influence a purchase decision while in the store.\r\n\r\nShoppers are looking for more information about the brands and the products they purchase, which is why trends such as clean labeling and transparent packaging have become popular, Lucas observes.\r\n\r\n<strong>Advancing own brands</strong>\r\nDesign strategy should be a thoughtful component to any private brand program and should have a clearly defined brand role, says Todd Maute, partner at New York-based CBX. A brand-led versus product-led approach is a step in the right direction, he adds.\r\n\r\nIn planning for the future, Maute advises: “Be yourself. Have a brand purpose and execute it in a way that is right for you and your consumers. Don’t be afraid to take risks. Design can be a powerful tool to tell a unique and differentiated story.”\r\n\r\nDesign is an under-leveraged tool, one with the power to cause a reaction, Maute declares.\r\n\r\n“Use design strategically, creatively and as a tool to express your brand and beliefs,” he advises.\r\n\r\nGaeto recommends that retailers differentiate their private brands by standing for something.\r\n\r\n“Create something people can believe in,” she says.\r\n\r\nAnd thinking of private label as a private brand instead changes just one word, yet transforms a retailer’s entire mindset, Gaeto says.\r\n\r\n“Once you go down that path, you think like a national brand will think. Know what you stand for and what your products stand for, and you will have a more compelling product,” she stresses.\r\n\r\nGinsberg advocates for long-term planning to create “visionary” brands that will inspire loyalty.\r\n\r\n“There was a time, about 15 years ago, when retailers were building their programs, and the long-term visions played a stronger role in product development, packaging quality and pricing strategy. Today, many retailers are trying to get products out faster, cheaper and easier, and they are losing a sense of detail and care that is very noticeable to their customers,” she notes.\r\n\r\nThere is a big opportunity for own brands to profit by understanding how their products add value to consumers’ lives.\r\n\r\n“Develop a system and design language to activate this promise, and then leverage a unified architecture across the categories,” Ertel says. “A confident and flexible branded system that delivers the right category cues, while reinforcing a larger retailer proposition, allows retail brands to offer consumers differentiation more nuanced than price alone.”\r\nRetailers need to constantly assess the definition of value across their consumer segments, too, and explore ways to deliver this through products and packaging, says Lacroix.\r\n\r\n“Our role as brand strategists and designers is to help our clients bridge the current and the future by creating a design roadmap that ensures we bring their customers along for the journey,” he explains.\r\n\r\nOriginally published in <a href=\"http://www.storebrands.info/store-brand-insights/special-features/pining-purity\" target=\"_blank\">Store Brands</a>.\r\n\r\nPhoto courtesy of <a href=\"http://fromseattletosuva.com/\" target=\"_blank\">fromseattletosuva.com</a>.', 'Pining for Purity', '', 'inherit', 'closed', 'closed', '', '2138-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2138, 'http://cbx.cappendev.com/2138-revision-v1', 0, 'revision', '', 0),
(3004, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'A handful of kids got a taste of retail branding in the recent creation of the ultimate lemonade stand at a busy Manhattan plaza, thanks to two A.R.E. members based in the area. Brand agency CBX worked with a team of 9- to 12-year-olds for two months to develop the concept, while Big Apple Visual Group manufactured and built the stand. The project was organized by 826NYC, an organization fostering creative writing skills in under-resourced students.\r\n“Having the students plan with the professionals at CBX, execute, and then interact with the general public … will have a profound effect on these young people,” said 826NYC Founder Dave Eggers.\r\n\r\nThe students worked side-by-side with the CBX creative team on the business name and design of the logo, stand, signage, product packaging, and uniforms. The 10-ft.-by-20-ft. stand resembled “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” replete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage.\r\n\r\nCBX sought “to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, managing partner of CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.”\r\n\r\n“Sweet ’n Sour Chillville” was open for eight hours at Broadway and 23rd Street on a warm August day. Staffed with 11 students, it sold 3,000 bottles of Lemon826 Sweet ’n Sour Lemon Twist, raising nearly $3,000 for the Brooklyn-based nonprofit. A video and signage about 826NYC helped students discuss their experiences as part of the group’s after-school programs with the public.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” said Joshua Mandelbaum, executive director of 826NYC.\r\n\r\nCBX provides pro bono branding services to the organization, and Lipman said the agency plans to continue working with the group. “I’m proud that CBX was able to make a difference in these kids’ lives. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place,” Lipman said.\r\n\r\nRead the full article <a href=\"http://www.retailenvironments-digital.org/retailenvironments-insider/20141112?sub_id=0elUNLAPDf0D#pg52http://\" target=\"_blank\">here</a>.', 'Pint-size Retail', '', 'inherit', 'closed', 'closed', '', '2032-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2032, 'http://cbx.cappendev.com/2032-revision-v1', 0, 'revision', '', 0),
(3005, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Last week, senior designer Jonathon Jones was one of six NYC designers to participate in Shutterstock\'s Pixels of Fury live design battle. The competition was fierce: Participants had just 20 minutes to create a brand from scratch for a local brewery.\r\nCheck out the recap <a href=\"http://www.shutterstock.com/blog/designing-beer-labels-in-20-minutes-a-recap-of-pixels-of-fury-nyc?customer_ID=&amp;campaign_ID=shutters.10147705&amp;launch_ID=10084905\">here</a>.\r\n\r\nWe had a blast supporting our CBX teammate. Go team Double J!', 'Pixels of Fury: Team Double J', '', 'inherit', 'closed', 'closed', '', '2012-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2012, 'http://cbx.cappendev.com/2012-revision-v1', 0, 'revision', '', 0),
(3006, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>New York, NY, November 29, 2010 - CBX, the strategic branding firm, received 8 of the 23 awards across eight packaging categories in PL Buyer’s 8th annual Private Label Packaging Awards competition. Several hundred entries were reviewed by a panel of judges and awards were granted in the following categories: box, glass bottle, plastic bottle, pouch, bag, wraps, cans, and miscellaneous. Judges were also asked to select their personal favorites.\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish Salsa</strong> (Honorable Mention/glass bottle/food)\r\n<strong>Duane Reade - Skyline Trash Bags</strong> (Winner/box/non-food)\r\n<strong>Duane Reade - Apt 5 Cleaning Products</strong> (Winner/plastic bottle/non-food)\r\n<strong>Duane Reade - Skyline Bath Tissue</strong> (Winner/wraps/non-food)\r\n<strong>Duane Reade - DeLish Nuts</strong> (Winner/can/food)\r\n<strong>Duane Reade - DeLish Dark Chocolate Covered Cashews</strong> (Judges Choice/pouch/food)\r\n<strong>Sears Holdings/Kmart Corp - Champion Breed dog treats</strong> (Honorable Mention/pouch/food)\r\n<strong>Mapco Mart - MY Tall Boys beverages</strong> (Honorable Mention/can/food)</p>\r\n', 'PL Buyer Recognizes CBX in 8th Annual Private Label Packaging Awards', '', 'inherit', 'closed', 'closed', '', '1608-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1608, 'http://cbx.cappendev.com/1608-revision-v1', 0, 'revision', '', 0),
(3007, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>PLBuyer this year is launching an all-new awards program for private label products, the PLBuyer Design Excellence Awards. Winners will be recognized in 13 food and nonfood categories as well as in various product tiers.\r\nA distinguished panel of industry designers has been assembled to judge entries. The panel will be co-chaired by PLBuyer Editorial Director John N. Frank and Patrick Rodmell, CEO of Watt International. Other judges are:\r\n\r\n\r\nJonathan Asher\r\nPerception Research Services\r\n\r\nW. James Forward\r\nForward Branding\r\n\r\nLindsey Hurr\r\nImmotion Studios\r\n\r\nTodd Maute\r\nCBX\r\n\r\nDenis Ring Bode\r\nInternational\r\n\r\nDennis Whalen\r\nMichael Osborne Design\r\n\r\nWinners will be announced at the annual PLMA show in Rosemont, Ill., this November. All finalists will be displayed at PLBuyer’s show booth at PLMA. Visit http://awards.privatelabelbuyer.com to enter. The entry deadline is August 26.', 'PLBuyer Best of Design Excellence', '', 'inherit', 'closed', 'closed', '', '1594-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1594, 'http://cbx.cappendev.com/1594-revision-v1', 0, 'revision', '', 0);
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(3008, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>THE PRODUCT</strong></br>Inspired by the colorful and dimensional illustrations in pop-up books, Savvi’s senior designer Rob Backues aimed to create tattoo packaging that was markedly different from its competitors. As he describes it, the tattoo section of the toy aisle falls flat with an overly simple packaging approach.</br>\nInstead, he wanted to bring depth to tattoo packaging in a very literal sense. This, he explains, gives Savvi’s packaging the “wow factor” that attracts both the end consumers, children aged three to 10, and the primary purchasers, their parents.</br>\nWorking with Savvi senior illustrator Pete Arriola, Backues designed a low-depth paperboard carton that comprises up to seven panels. Each panel contains part of an illustration, with the lowermost panels printed with background images and the top-panels cut and printed with an image that boldly depicts the tattoos’ theme.</br>\nThis  approach is time consuming and laborious, but Backues contends it is worth it. Savvi has expanded the design system to 18 Savvi products and approximately 10 licensed products.</br>\nBut what do Package Design readers think?</br>\n<strong>THE VERDICT</strong></br>\nI can’t believe I’m going to say this, but this is the rare instance where the brand takes a back seat to selling the product. The central thought? “Boy, my kids are going to have a field day with these! Where do I buy one?” The packaging is exciting and vibrant, and personally, I know my kids would not be able to get enough of these littering the house. The versioning is also wonderful. The experience and the fantastical feel are transportive and incredibly appealing. What kid doesn’t love butterflies, flowers and pink hearts—more is definitely better here.\n <em>Rick Barrack, chief creative officer and managing partner at CBX</em></br>\nThis packaging is unique and clever in its construction. The illustration style fits the category as being bright, detailed and layered with lots to see bringing the tattoos to life for the kids, by complimenting the contents nicely.</br>\nWhere the design falls flat for me is the front top panel and the type treatment. The fonts paired with each collection name, Star Brite, Pirates, Surf, etc., feel expected and dated. I would love to see all the typography revisited with the same level of consideration, uniqueness and creativity as they clearly did designing the package construction.</br>\nEverything supporting the product should have a pint-sized hip vibe that would raise the excitement of the product for everyone—especially moms. I would be much more willing to purchase this product for my kids or for party goody bags if the tattoos looked and felt current and cool.\n <em>Amy Graver, president and creative director at Elements</em></br>\nThese boxes are well marketed to their primary audience. The hanging feature increases visibility to the primary display panel combined with colorful graphics gives the graphic design on this product line a leg up on the competition.</br>\nBut I question if the increase in retail space allocated to these boxes will be validated with a comparable sales lift over the competitions’ flat pouch packaging formats in dollars per sq. ft.\n <em>Leon Hall, president and CEO of Terra Nova Business Solutions Inc.</em></br>\n<a href=\"http://www.packagedesignmag.com/content/pop-up-appeal\" target=\"_blank\">http://www.packagedesignmag.com/content/pop-up-appeal</a>', 'Pop-up Appeal', '', 'inherit', 'closed', 'closed', '', '1831-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1831, 'http://cbx.cappendev.com/1831-revision-v1', 0, 'revision', '', 0),
(3009, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Todd Maute\nWith upwards of 12 million viewers, AMC’s “The Walking Dead” certainly gives advertisers access to hordes of American consumers. But of course, it all depends on the target demographic you’re trying to reach. If the agency is peddling the likes of Ax Body Spray, the new “Assassin’s Creed” videogame or the Hollywood remake of Stephen King’s “Carrie,” then buying time on a show filled with brain-eating zombies is … well, a no-brainer. After all, “The Walking Dead” is a massive hit with the 18-to-49 rating. But of course, if you’re pitching products such as Celebrex or subscriptions to Readers Digest, you might want to steer clear of horrific gore fests and go with the kind of traditional sitcoms and dramas proffered by CBS.\n\nReach plus the target demographic. It’s advertising 101. And yet even as they spend vast sums on both traditional and digital media buys, many American retailers could reap powerful benefits by using private brands to deliver targeted messages right to their most valued customers. The key is to start thinking differently about the role of those private brands. Yes, these are products. But private brands also represents a medium of mass communication unto itself—with a targeted reach that can be as impressive as any traditional media buy.\n\nAd campaigns are all about consumer impressions. But think about the multiple impressions created, day in and day out, by the Private Brand lineup in retail environments. To be specific, every private brand purchase carries with it three distinct impressions:\n\nWhen the consumer sees the product on the shelf (presentation);\nwhen the shopper buys the product (purchase);\nand, finally, when the consumer actually consumes or uses the item (product experience).\n\nLet’s say a major national grocery chain happens to sell 50 million units annually across a broad spectrum of private brands. Not only will this translate into a whopping 150 million impressions annually, it will also give the company the ability to precisely target those impressions: For example, a grocer aiming to woo more affluent shoppers and compete with the likes of Whole Foods could ramp up its organic, non-GMO, premium line, all the while smartly branding it to send a clear message to these consumers about the chain’s commitment to quality and sustainability.\n\nIn this way, presentation, purchase and product experience can powerfully shape customer loyalty and bolster the company’s brand. This is a big departure from the traditional, product-led approach to private brand: “How do we source product at a good price, get it on the shelf as quickly as possible and sell as much of it as we can?” Where is the brand building in such an approach? Where is the appreciation for the sales and marketing value of well-executed private brands?\n\nA brand-led strategy is one in which you consciously tell a story. Every part of the process—the packaging, merchandising, product type (organic, natural, premium, etc.)—is seen as an opportunity to create a favorable impression.\n\nChains such as Safeway, Trader Joe’s, Wegmans and Kroger understand these dynamics. They have been using private brand to build stronger loyalty. The benefits here are twofold: It allows them to enjoy the profits generated by higher private brand sales, but it also helps them save money on traditional (and often extremely expensive) media spends. Indeed, private brand stalwart Trader Joe’s doesn’t even bother with traditional media. Its newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle—that role is played by the private brands in Trader Joe’s stores.\n\nFor years now, brands have used traditional media to tell a single story. For Volvo, that story hinges on safety. For Geico, it’s all about saving money. Likewise, you can use a diverse array of private brands to weave a thematically coherent narrative, so long as consistent elements of that story—i.e. particular brand attributes—echo throughout the respective private brands. For example, Walgreens brands—names like Nice, Good &amp; Delish, Ology, Pet Shoppe and more—combine to form a go-to-market strategy that supports a happy and healthy lifestyle. Walgreens has developed a private brand portfolio based on its target consumer, not just on category-related considerations.\n\nA Super Bowl ad makes lots of impressions, but only lasts 30 seconds. A brand-led private brand strategy will deliver results over the long term. This is simply a more powerful approach than the traditional focus on securing low cost product and putting it on the shelf without leveraging its sales, marketing and branding potential. Amid tenacious competition as well as trends such as consolidation, Internet retailing and product commoditization, can today’s retailers really afford to take such old-school strategies into the 21st century? Well, it’s important to play nice, so we’ll avoid calling them “The Walking Dead.”\n\nRead More: <a href=\"http://mypbrand.com/2013/10/30/private-brand-as-media-using-your-brands-to-build-customer-loyalty/\" target=\"_blank\">http://mypbrand.com/2013/10/30/private-brand-as-media-using-your-brands-to-build-customer-loyalty/</a>', 'Private Brand as Media: Using Your Brands to Build Customer Loyalty', '', 'inherit', 'closed', 'closed', '', '1876-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1876, 'http://cbx.cappendev.com/1876-revision-v1', 0, 'revision', '', 0),
(3010, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&amp;A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for Private Equity investors. But in a column published in the October issue of Mergers &amp; Acquisitions magazine, branding agency CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece “The Secret to Success in Retail”, the consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”\n\n&nbsp;\n\nRead more: <a href=\"http://mypbrand.com/2013/11/11/private-brand-could-supercharge-private-equity-returns/\" target=\"_blank\">http://mypbrand.com/2013/11/11/private-brand-could-supercharge-private-equity-returns/</a>', 'Private Brand Could Supercharge Private Equity Returns', '', 'inherit', 'closed', 'closed', '', '1882-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1882, 'http://cbx.cappendev.com/1882-revision-v1', 0, 'revision', '', 0),
(3011, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>DALLAS — The Food Marketing Institute will encourage retailers to think like shoppers at its 2012 Private Brands Summit, co-located with FMI2012: The Food Retail Show.\r\nWhereas previous summits have drawn store-brand leaders already immersed in corporate brands, the latest iteration will cater to a cross-section of the food retail business with attendees interested in private-label opportunities, consumer trends and shopper loyalty, encouraged to attend.\r\n\r\nTwenty-five thousand retailers, wholesalers and suppliers representing 90 countries are expected to descend upon Dallas for FMI2012, with individual operators, such as Hy-Vee, sending well over 100 employees.\r\n\r\n“The benefit of combining FMI Private Brands with our FMI2012 is that it presents the opportunity to reach industry leaders representing every area of the retail business, and challenges them to think differently about their strategies and partnerships as they relate to private brands,” said Joe McKie (left), vice president of Private Brands for FMI.\r\n\r\nFMI’s Private Brands Education and Research Committee, co-chaired by Ralph Fischer, group vice president of food merchandising at Meijer; Edgar Elzerman, vice president Own Brands for Ahold USA; and John Graham, chief customer officer of Clement Pappas & Co., began working on the  agenda when the most recent Private Brands Summit concluded last fall.\r\n\r\n“The FMI private brands community really guides and directs our areas of focus and where they want to spend their time and ask questions and gain incremental insights that are going to help them be more competitive moving forward,” McKie said.\r\n\r\nThe summit’s educational workshop — one of seven tracks featured at the show — begins Monday, April 30, at 2 p.m. with a presentation by Harvey Hartman, founder, chairman and chief executive officer of The Hartman Group. Hartman will shed light on snacking trends, the products customers gravitate towards and gaining one’s fair share of mind and wallet.\r\n\r\nAnother summit highlight — the Idea Exchange Breakfast — kicks off day two. Participants will be organized into small roundtable discussions on “Increasing Private Brand Products in the WIC program,” “Building Collaborative Trading Partner Relationships” and “Private Brand Marketing.”\r\n\r\nAttendees will also hear from their peers during sessions such as “Building Strong Retail Brands through Multi-Faceted Collaboration,” a product development case study featuring Laura Sturdevant, director, product development for private brands at Walgreens; George Miketa, executive vice president, sales, Snacks Holdings Co.; and Todd Maute, partner at CBX.\r\n\r\nFMI will also share results from a partnered report with Buxton at the show, including a case study involving Meijer, Inc. and John B. Sanfilippo & Son. Buxton tested marketing efforts to provide an understanding of the best return on investment when marketing to loyal private-brand customers, and those likely to switch between private labels and national brands.\r\n\r\n\r\n<a href=\"http://supermarketnews.com/private-label/private-brands-summit-draw-wider-audience\" target=\"_blank\">http://supermarketnews.com/private-label/private-brands-summit-draw-wider-audience</a>', 'Private Brands Summit to Draw Wider Audience', '', 'inherit', 'closed', 'closed', '', '1683-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1683, 'http://cbx.cappendev.com/1683-revision-v1', 0, 'revision', '', 0),
(3012, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&amp;A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for PE investors. But in a column published in the October issue of Mergers &amp; Acquisitions magazine, CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece (“The Secret to Success in Retail”), the veteran brand consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private-label brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”', 'Private Equity Could Supercharge its Retail Returns, Maute writes', '', 'inherit', 'closed', 'closed', '', '1879-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1879, 'http://cbx.cappendev.com/1879-revision-v1', 0, 'revision', '', 0),
(3013, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Manufacturers and retailers are partnering to create innovative ideas that have a big impact</strong>\nRetailers continue to refine their private label strategies, with packaging playing an essential role. The latest package designs put the \"brand\" in store brands, with smart looks that convey differentiated quality. And in some cases, the packaging also offers environmental benefits.\nChanges in the retail environment, supply chain and consumer preferences have paved the way for today\'s private label designs. \"From a packaging standpoint, consolidation on the manufacturing side, coupled with consolidation on the retail side, has given an opportunity to innovate more and be more strategic,\" says Todd Maute, partner at branding firm CBX, New York.</br>\nRather than mimicking the packaging of national brand owners, \"Retailers [are] partnering with manufacturers to innovate and create unique and differentiated items and trying to be first to market versus second or third,\" Maute adds. That \"has a significant impact on the strategic value of the package.\"</br>\nThe Simply Balanced brand from Minneapolis-based Target Corp. illustrates the shift. This new, healthier-for-you store brand launched in June 2013 and replaces the retailer\'s Archer Farms Simply Balanced and Archer Farms Organic private labels. The new brand includes beverages as well as grocery items.</br>\nTarget is \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace. I call that a \'control brand\' strategy -- individual control brands that when created and designed and packaged are really there to support what they want that bull\'s-eye to mean in the customer\'s mind,\" Maute says, referring to the red bull\'s-eye logo that appears in Target\'s advertising and stores—but not on its private-label packaging.</br>\nChristopher Durham, president and chief strategist at My Private Brand, Omaha, Neb., notes the innovative graphics Target chose for its Simply Balanced packaging.</br>\n\"It\'s a very clean line, it\'s very simple,\" Durham says. \"The design certainly is a bit more whimsical or playful than we\'ve seen [with] a lot of the natural and organic designs … over the last few years, [which has] nothing fun about it.\" He explains that most natural and organic packaging, private label and otherwise, tends to \"lean on the ingredients and the seriousness of everything they\'re doing.\"</br>\nIn contrast, Durham says, the Simply Balanced package design is \"fun\" and seems designed to \"appeal to \'her,\' our shopper that\'s … trying to take better care of her family. To me, that comes to life in that packaging. Even the photography is not so serious. If you look at how that brand is positioned, Simply Balanced, it\'s very straightforward and direct and makes it easier for \'her.\'\"</br>\nMany Simply Balanced packages also incorporate a teaser of nutritional data on the front panel or label -- \"36g whole grains per serving\" or \"100 percent juice,\" for example -- to give consumers essential information without needing to turn the package over. The brevity of the data keeps the front panel from getting cluttered.</br>\n<strong>Signature store brands</strong>\nPrivate label-driven retailer Aldi, Batavia, Ill., also launched an organic store brand recently plus specialty product lines, each with its own brand identity. \"Today, retailers like Aldi are realizing the importance and impact of creating and building brands,\" says Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago.</br>\n\"A good example of this is Aldi\'s Asian-inspired line, called Fusia, or their all-natural Simply Nature healthy line of products. Aldi even developed a premium line called Specially Selected, which [is] an origin-inspired line of imported products,\" Barkaway says.\nIn each case, packaging graphics establish a distinctive look and feel for the brand. The Specially Selected packaging, for example, uses script in the logo, a \"Passion for Food\" stamp-like icon and banners of bold color on an elegant black background. Launched this April, the Specially Selected line features specialty and imported products such as gourmet salad dressing, coffee, pasta, cookies, meats and cheeses.</br>\nThe marketplace reality -- and not just for Aldi -- is that \"consumers have become far more sophisticated shoppers over the past decade and are no longer looking for just the convenient value brand,\" Barkaway says. Consequently, \"retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"</br>\n<strong>Waste not</strong>\nA brand attribute with resonance for consumers in both the U.S. and the United Kingdom is environmental consciousness. For that reason, and as a matter of corporate citizenship, more retailers are taking the environment into account as they design, or redesign, their private-label packaging.\nAs part of a larger environmental mission, U.K. grocery retailer Waitrose has in recent years focused on reducing the amount of packaging it uses for its private-label products. In an announcement earlier this year, the company pledged to reduce its packaging by half by 2016 (compared with 2005).\nRecent changes to the packaging for three of Waitrose\'s private label product lines will save almost 100 tonnes of packaging annually, according to the company.</br>\nThe retailer relaunched its Menu from Waitrose line of prepared meals, which includes 49 products, reducing the package\'s sleeve width. This change will eliminate 33 tonnes of packaging annually, which translates into a 20 percent weight reduction overall.\nThe redesigned Menu from Waitrose packaging uses a lacquered aluminum tray, which lets consumers cook the products in a conventional oven and serve them in the package -- no baking or serving dishes required. The tray is recyclable.</br>\nIn addition, for its Good to Go private label sandwiches and snacks, Waitrose redesigned the packaging to reduce materials use. For example, it increased the size of windows on sandwich packs and switched from labeled packaging to printed bags for fruit portions. Thanks to these kinds of changes, Good to Go packaging has been reduced by 25 tonnes per year.</br>\nThe third change is an extension of the flow-wrap package that Waitrose rolled out three years ago for private label minced and diced beef. The retailer now also packages lamb and pork in the pouch, eliminating the plastic trays typically used in meat packaging. By getting rid of the pork and lamb trays, Waitrose says it will reduce its meat packaging by 38 tonnes per year.</br>\nIn addition to helping at the macro level by keeping trash out of landfills, Waitrose\'s packaging changes make life easier for consumers. They have less trash to deal with, and the flow-wrap meat packs take up less space in the refrigerator than the old meat packs did. There\'s also the green glow that comes from buying a package that\'s more environmentally responsible.</br>\nThis consumer angle is essential, Barkaway says: \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer.\"</br>\n<a href=\"http://www.foodprocessing.com/articles/2013/private-label-packaging.html\" target=\"_blank\">http://www.foodprocessing.com/articles/2013/private-label-packaging.html</a>', 'Private Label Packaging Playing an Essential Role in Retailer Brand Strategies', '', 'inherit', 'closed', 'closed', '', '1844-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1844, 'http://cbx.cappendev.com/1844-revision-v1', 0, 'revision', '', 0),
(3014, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>Private label products are no longer the dowdy stepsisters of national brands. In fact, the quality and variety of private label food is better than it has ever been. And to position the products vis-à-vis national competitors, private labelers are relying on packaging that\'s every bit as impactful as that of leading national brands.\r\nPackage graphics, in particular, are playing a central role. Retailers are turning to graphics to create a store-wide presence for their private label offerings and also to convey the quality of new premium and artisanal private label lines.\r\n\r\n<strong>Packaging line looks</strong>\r\nIn years gone by, private label products were a cheap alternative to leading national brands, with little to no emphasis on the \"brand\" component of the store brand. But that\'s changing, and the result is a new generation of private label programs that emphasize a unified brand look across food categories.\r\n\"Retailers are asking, \'How do I create a brand that I can use across 250 categories and 3,000 SKUs so that I can tell a brand story? So if somebody is really satisfied buying my [private label] cereal and they see a similar looking package in canned goods, they\'ll get the same perception,\' \" says Todd Maute, partner at branding firm CBX (www.cbx.com), New York.\r\n\r\n\"There has been a trend as of late where retailers are going more toward \'line looks,\' which are a common theme across all categories,\" Maute adds. \"The primary driver behind line looks is … to build a common story for the brand.\"\r\n\r\nThis strategy drove a recent private label repositioning initiative at Longo\'s (www.longos.com), a Vaughan, Ontario-based grocery. Longo\'s is a family-owned company with 25 stores in the greater Toronto area. Working with integrated retail agency Watt International (www.wattintl.com), Toronto, Longo\'s executed the refresh, which resulted in a two-tier private label program.\r\n\r\nLongo\'s new mid-tier private label offerings are \"value\" products — quality but everyday products with lower prices than national brands. The other tier, Longo\'s Signature, is a premium product line.\r\n\r\nProducts in both tiers are merchandised in many departments throughout the store, and the package design for each tier overcomes inconsistencies in fonts, imagery, design elements and logo placement on Longo\'s previous private label packaging.\r\n\r\nUnique design elements, including color schemes and typefaces, differentiate the packaging of each tier from the other — and from national competitors. Even the Longo\'s logo is different between tiers. The mid-tier logo is the Longo\'s name in white on a ground of red, with two small green leaves (in place of an apostrophe) to connote freshness.\r\nThe Signature logo, in contrast, uses a handwritten font and round stamp. The idea is that \"our family endorses it, because it has that Longo Bros. signature stamp,\" explains Jenny Longo, director of private brands. The Signature logo and package design were created to elevate the brand and deliver a \"premium look and feel,\" she adds.\r\n\r\nLongo\'s private label products currently comprise about 700 SKUs, about 90 percent in the mid-tier and 10 percent in Signature. The company started its private label revamp in 2009, and in the two years that followed \"revised everything,\" Longo says. That included introducing 400-plus new SKUs, refreshing some existing SKUs and discontinuing others. \"The process was intense, and it was a huge undertaking.\"\r\n\r\nThe results of the tiered private label program are encouraging. Longo\'s reports that its private label penetration in the Canadian market rose from 4.6 percent in 2008 to 8.2 percent in 2011. By 2017, the company hopes the figure will grow to 20 percent.\r\n\r\nSunflower Farmers Market (www.sunflowermarkets.com), Phoenix, also relaunched its 600-SKU private label line recently. The effort included a thorough packaging redesign. Sunflower, a chain of natural food stores in the western and southwestern U.S., worked with Vertis Communications (www.vertisinc.com), Baltimore, on the relaunch.\r\n\r\n\"I haven\'t come across a private label line that really understands its niche the way Sunflower does,\" says Steve Beckman, former vice president of creative services at Vertis.\r\n\r\n\"They\'re not an \'organic store.\' They do have a lot of organic products, but that\'s not the mainstay of what they are. It\'s a farmers\' market.\" Thus, freshness and messages like \"from our farm to your table\" are fundamental to the Sunflower store brand.\r\n\r\nBeckman points out that at a traditional farmers\' market, shoppers can talk with farm-stand marketers to learn about products and get recommendations. However, \"you can\'t do that in a store. So we tried to get the products to speak for themselves, and one of the ways we did that was with really innovative copy writing and informative [elements] on the packaging. Another was with the introduction of QR codes.\"\r\n\r\nThe quick-response (QR) codes connect shoppers in real time, via their smartphones, to web-based product information that could influence purchasing. Sunflower is purportedly one of the first private labelers to use QR codes on packaging.\r\n\r\nBoxes of Sunflower All-Natural Cereal display a QR code on-pack, but not all Sunflower products do. \"I don\'t typically recommend QR codes on packaging,\" Beckman says, because in many cases relevant information can be communicated better using text, graphics and other on-pack design elements.\r\n\r\nSo Sunflower \"products that don\'t have as full of a story\" don\'t get an on-pack QR code, he says. But \"products that are truly unique are getting it.\" For those that do display a QR code, Sunflower has developed linked web content that educates shoppers about, for example, where the products or their ingredients come from.\r\n\r\n<strong>Premium and artisanal products</strong>\r\nIn addition to the shift to store-wide private label lines, industry observers are noticing continued growth of premium and artisanal private label products.\r\n\"Premium [private label] is, in my opinion, a trend that will continue to grow, because the goal is to offer a better product than exists in the category today, still at a better price point than the comparable national brand in the category,\" says CBX\'s Maute. \"So it\'s a nice way for retailers to differentiate themselves in the marketplace.\"\r\n\r\nFor these high-end products, packaging that accurately conveys the item\'s quality is essential. The Great Atlantic & Pacific Tea Company, Inc. (www.apfreshonline.com), Montvale, N.J., leveraged package graphics to communicate artisanal qualities when it launched the Jersey Tomato Sauce line under its Food Emporium Trading Company private label. Vertis Communications designed the Jersey Tomato Sauce packaging for A&P.\r\n\r\nThe four products in this product line are made in small batches by \"two guys from New Jersey who are passionate about tomatoes,\" says Beckman. \"They buy the Jersey tomatoes the second they\'re ripe and make this sauce at that time. So it has a lot of artisan craftsmanship about it, and we wanted to bring that out in the design. Also, it\'s very Jersey and we wanted it to have a little bit of Jersey attitude, as well.\"\r\n\r\nTo balance those objectives and stand out on-shelf, the designers chose a weathered look for the brand name and tomato illustration — plus a prominent \"Made with Jersey Fresh Tomatoes\" icon on the front of the package. The 25-oz. glass jars are decorated with pressure-sensitive labels.\r\n\r\nRestaurateurs are also getting onboard with artisanal private labeling. When family-owned Carmella\'s Italian Bistro (www.carmellasbistro.com), Appleton, Wis., decided to launch a private label version of its house-made sauces, package design was a key consideration.\r\n\r\nDirections Marketing designed Carmella\'s package graphics, and WS Packaging Group Inc. (www.wspackaging.com), Green Bay, Wis., printed the labels using a digital printer. Digital printing is geared to low-volume, high-quality print runs and is much more cost-effective for small-batch projects than high-volume, high-quality printing technologies such as rotogravure.\r\n\r\n\"We chose an off-white uncoated paper stock traditionally used for wine labels, which combined visual texture as well as an in-hand feel,\" says Aaron Graff, art director at Directions Marketing (www.directionsmarketing.com), Neenah, Wis. \"The design was kept clean and simple, highlighting a primary ingredient. Both of these cues combined to offer a fresh approach to the category by reflecting the simple, natural and handcrafted essence of the Carmella\'s sauces.\"\r\n\r\nGraff adds the pressure-sensitive label stock\'s visual and tactile attributes \"work together to portray Carmella\'s as a premium handmade sauce.\"\r\n\r\n<a href=\"http://www.foodprocessing.com/articles/2012/private-label-packaging-steps-out.html?page=2\" target=\"_blank\">http://www.foodprocessing.com/articles/2012/private-label-packaging-steps-out.html?page=2</a>', 'Private Label Packaging Steps Out', '', 'inherit', 'closed', 'closed', '', '1661-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1661, 'http://cbx.cappendev.com/1661-revision-v1', 0, 'revision', '', 0),
(3015, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Design firm brings California cool to a legacy brand</strong>\r\n\"Orange is orange is orange is orange.\" That was the challenge design firm CBX faced last year when it was tasked with giving the Sunkist soda brand a redesign. \"Unlike the stalwarts of Coke and Pepsi, or even specific flavors like Dr Pepper ... the three orange [soft-drink] players are perceived as similar,\" says Satoru Wakeshima, general manager at New York-based CBX.\r\n\r\nCBX had to take its client Dr Pepper Snapple Group\'s venerable Sunkist brand and elevate it above all other orange sodas. In order to do that, says Wakeshima, \"you need to give people a reason to believe.\"\r\n\r\nThe brand\'s heritage stems from the original Sunkist fruit growers. And a certain segment of the population still has a nostalgic fondness for that brand legacy. But that\'s not whom the company was targeting.\r\n\r\n\"How can we make people fall in love with Sunkist again? How do we make it relevant to a younger audience?\" says Wakeshima. \"How can we get them to really feel like this is a brand that is relevant attitudinally?\"\r\n\r\nTo help get inspired, CBX designers decked out their studio war room in California \"beach chic.\" Real sand was poured on the floors. Beach scenes and sunsets covered the windows. Beach balls, surfboards, beach chairs and towels were thrown across the tables. The result of all that method design is a bright, sunny, mouthwatering representation of the California sunshine. \"There\'s an appeal to that kind of California cool attitude that is laid-back, easygoing, but still has a lot of energy,\" Wakeshima says. \"That\'s very, very relevant to a millennial market. The personality of the brand is radiant, driven and optimistic.\"\r\n<p style=\"text-align: left;\"><img class=\"wp-image-8307 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/Sunkist2.jpg\" alt=\"Sunkist2\" width=\"619\" height=\"541\" /></p>\r\n<p style=\"text-align: left;\">Source: CSP, Issue: May June 2014 - Page 104</p>\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;', 'Putting the Sun Back in Sunkist', '', 'inherit', 'closed', 'closed', '', '1977-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1977, 'http://cbx.cappendev.com/1977-revision-v1', 0, 'revision', '', 0),
(3016, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'In preparation for the judging of the annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nThe competition closes January 15th so <a href=\"http://www.vertexawards.org/\" target=\"_blank\"><span style=\"color: #000000;\">ENTER TODAY</span></a>.\r\n\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer &amp; Managing Partner, CBX New York, United States\r\n\r\n<strong>What was your first memory/experience of Private Brand?</strong>\r\nMy mom serving me Kroger’s Frosted Flakes.\r\n\r\n<strong>What does the future of retail owned brands look like?</strong>\r\nIn the future, I predict that “retail owned brands” will be hardly distinguishable from national brands. We’re seeing more and more that retailers are treating their owned brands as importantly as their national brand counterparts. Take Walgreens – this summer they created a TV ad to promote the Ology brand. Does that sound like a national brand move or what?\r\n\r\n<a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\"><img class=\"alignleft  wp-image-8751\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/WalgreenOlogy_Video.jpg\" alt=\"WalgreenOlogy_Video\" width=\"648\" height=\"360\" /></a>\r\n\r\n<strong>How important is strategy to the success of a Private Brand?</strong>\r\nStrategy is incredibly important – at CBX we like to say that without strategy, design is just a bunch of pretty pictures. But arguably even more important for a private brand to be successful is having commitment from the retailer. Not just at shelf, but also within the broader context of the store and through advertising, marketing and branding channels.\r\n\r\n<strong>What role should design play in solving retail problems?</strong>\r\nDesign is a tool that can make private label brands connect with their consumers on an emotional level – which is a huge hurdle to overcome. Once your brand has secured a loved place in your consumers’ hearts and minds, you’ll be one step closer to gaining brand loyalists – a goal for all retailers.\r\n\r\n<strong>What advice do you have for retailers trying to take their brands to the next level?</strong>\r\nCommit to your private brand and to telling the brand’s narrative consistently at all touch points. Try hero-ing your private label brands like The Home Depot heroes the Behr paint portfolio (from TV ads, to print marketing, to in-store displays, Behr is strongly and beautifully promoted). Or try investing in product demonstrations, or an industry-focused magazine that tastefully reinforces the brands you’re trying to push. Success in elevating your private brands takes hard work and commitment. But when done right, the rewards will pay off.\r\n\r\nThe full article is available <a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\">here</a>.', 'Questions with the Vertex Judges: Rick Barrack', '', 'inherit', 'closed', 'closed', '', '2053-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2053, 'http://cbx.cappendev.com/2053-revision-v1', 0, 'revision', '', 0),
(3017, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Mom is no longer the only consumer shopping the retail aisle. Changing consumer demographics mean brand owners must rethink their packaging to hit a new bull’s-eye.</strong>\r\nNot long ago, it seemed that supermarkets were designed to speak to one audience, and one audience alone: Mothers. Nearly every product in every aisle was designed for Mom and her family. But today, it’s not all about Mom. Consumers are changing and so are brands. There are new generations, new behaviors, new attitudes, and ultimately new target audiences to consider\r\n\r\nSuccessful brands are finding unique ways to reach and attract new consumers to their brand. That often means shifting a brand’s focus away from the traditional bread-and-butter audience, toward another audience that could generate a new revenue stream. This is more than thinking out-of-the-box; this is creating a new box altogether, and it is the way that industry leaders have managed to stay on top of the competition in an age when competition is fierce.\r\n\r\n<strong>Rethinking gender stereotypes</strong>\r\nOne exciting example of this kind of retargeting is the proliferation of playthings and weaponry targeting young girls. Toy companies such as Hasbro, and Zing have retargeted their typically male audiences after the popularity in recent years of fighting-centric female heroines in movies such as The Hunger Games, Divergent, and Brave, and are now creating weaponry and action figures specifically for young girls.\r\n\r\nWhile it is extremely welcome to see such a shifting of gender stereotypes, especially in a category known for gender socialization, these products—which include bows and arrows, shooters, and action figures—are still luring their audience with “girlie” colors like pink and purple, and patterns including hearts, stars, and animal prints. Nerf’s Rebelle line of weapons skillfully incorporates “belle” into its name; another company’s “action shooter” shoots marshmallows. While this may make feminist mothers cringe, the truth is, these toy companies are aware of a new female archetype that is emerging for today’s young girl, one who can be both tough and aggressive yet also feminine and demure. The Hunger Games’ Katniss Everdeen perfectly embodies this dichotomy, and so do thousands of young women who worship her across the country.\r\n\r\nWhile a rise in female pop culture heroines has brought about new types of toy products, the feminine hygiene category had a different challenge: How do you attract younger consumers to your brand who perceive it to be dated and old-fashioned? Brands like U by Kotex* revolutionized the category by moving away from the demure messaging and understated, pastel packaging that was typical of the category in previous decades, and instead targeting a new generation—Millennials—with bold graphics, black packaging, and down-to-earth, honest messaging. These were not your mother’s tampons; in fact, U by Kotex* offers special, limited-edition tin cases that you actually want to show off inside your bag, rather than hiding them in embarrassment\r\n\r\nRemember the day when metrosexual was a new idea? Today, the beauty industry has recognized that men who care about the way they look are just…men who care about the way they look, which accounts for the majority of men today. Brands like Dove and Nivea have identified a new target in men, and acknowledge that yes, they are just as interested in hair care, skin care, and shaving as women are. This is more than Dove going after men with gray packaging and adding the word “Men” to the brand name; this is about a shifting point of view in sexuality and gender stereotypes, just as it is with girls and weaponry. The fact that nearly every skin-care and hair-care company is going after this audience leads you to wonder: When is Cover Girl going to come out with Cover Boy?\r\n\r\n<strong>Seize the moment</strong>\r\nThese brands are examples of how to successfully expand your audience and reach new consumers. Every single demographic—Millennials, Gen Xers, Baby Boomers, toddlers, at-home dads, and so on—has considerable purchasing power. So how can your brand seize this moment and continue to grow with these consumers?\r\n1. Rethink your audience.\r\n2. Think outside the box.\r\n3. Be daring.\r\n4. Have fun.\r\n\r\nIf you do, you may just hit the bull’s-eye like Katniss Everdeen—and possibly start a (brand) revolution of your very own.\r\n\r\nRead more: <a href=\"http://www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design\" target=\"_blank\">www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design</a>\r\n\r\n&nbsp;', 'Ready, (Re)aim, Fire: Targeting New Audiences Through Package Design', '', 'inherit', 'closed', 'closed', '', '1972-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1972, 'http://cbx.cappendev.com/1972-revision-v1', 0, 'revision', '', 0);
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(3018, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Get results through a more nuanced approach to cost containment </strong>\r\nDay in and day out, managing costs is part and parcel of the retail business. For retail chains, this means always being on the lookout to do things such as ramp up backend efficiencies or trim the bottom 10 percent of underperforming stores in the portfolio. Call it “cost-consciousness.” It’s a strategic imperative that retailers must maintain if they want to survive in today’s highly competitive marketplace.\r\n\r\nThe same holds true when retailers develop their private label packaging; the question is: Does this need to be core to a private label’s DNA?\r\n\r\nMost retailers make a practice of asking manufacturers to keep the component costs of store brand product lines under tight control. Those costs certainly include the package. After all, every component of the package and its design — the box, the ink, the artwork, you name it — comes at a cost, right?\r\n\r\nTrue enough, but being competitive in today’s retail market is also about building and leveraging private brands in ways that differentiate retailers and cement customer loyalty. In that context, building your brand is clearly about much more than containing costs.\r\n\r\nIn fact, going to market with best-in-class private brands is really a wise long-term investment. When retailers and manufacturers work together with design firms and all appreciate the value of sophisticated approaches to private brand building, they are more likely to benefit. Arguably, though, it is all too easy in this day and age to underappreciate the true value of private label packaging and, consequently, to underinvest in it.\r\n\r\nShould the next evolution in private label be to evolve the quality and design standards of the package? Why not? It’s the primary — if not the only — marketing tool private label gets.\r\n\r\n<strong>Question the status quo</strong>\r\n\r\nFor the past 20 years, leading retail chains have continued to embrace more sophisticated approaches to private label. As a result, a growing number are willing to make national brand-like investments in the initial research and testing phase of the process and to mine data in ways that help them better promote those private brands and better understand how those brands will resonate with customers.\r\n\r\nAnd yet when retailers move to execute on the packaging design, all too often their concerns about cost take over. As the industry sees it, shouldering the cost of package design is ultimately a component cost of goods versus a strategic investment into a marketing tool that can drive growth. When viewed as an investment, this becomes an opportunity for collaboratively developing the right products with the right quality in the right package. Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers. Skimping on design costs hinders the retailer’s ability to get the product perception right.\r\n\r\nYou can understand this perspective: The whole point of a private label program is to have a value offering in the category, but “value” and “low price” are not synonymous. Retailers and manufacturers spend way too much time trying to cut costs on packaging, which is their main selling tool. Put simply: Better design leads to more sales, which lead to benefits (loyalty, growth, emotional connection, value) for all parties involved. So why are we all still battling over the cost of designing a great package? Let’s all start working together to drive sales.\r\n\r\n<strong>Realism vs. idealism</strong>\r\n\r\nSo is the notion that retailers and manufacturers could invest more into private label packaging too idealistic? Possibly. But consider the stark contrast between the level of investments in the national brand world versus what happens in the realm of private label. Let’s say two companies — one a national brand manufacturer and the other a retailer with a private label line — want a design firm to create new packaging for a dog food brand. Typically the private label constituents will be willing to pay a fraction of what consumer packaged goods (CPG) companies will allocate for such a project, understandably so. The store brand most likely doesn’t have the same volume and brand awareness in the category, so it’s not as able to scale and amortize. Yet a few dollars more for a design would most likely be offset by that incremental growth.\r\n\r\nWith CPG companies, by contrast, brand is everything and packaging rules. Clearly, CPG leaders see packaging as a powerful marketing tool that allows them to differentiate from the competition. They understand that brand impressions at shelf are more valuable than traditional TV or magazine ads. They know that whenever shoppers interact with that package, they are creating impact and a connection. Let’s look at the value of keeping your package design relevant and on trend. Let’s say you have a $1 billion store brand with 20 percent market penetration, and that redesigning your packaging will translate into at least a 2 percent lift. That’s $20 million in growth, and the design expense would be a fraction of that (and, as I see it, a worthy investment.)\r\n\r\nThe time has come for retailers and manufacturers to ask themselves the hard questions. Is building a brand a component cost of goods, or is it an investment in your future? If you view it as the latter, how much are you willing to stretch in pursuit of that goal? How do you balance the need to manage costs with the reality of a private label marketplace in which brand sophistication is rapidly becoming the price of entry?\r\n\r\nThere are no universal answers here. But to speak frankly about the matter, the failure to consider these issues at all is starting to seem downright archaic.\r\n\r\nOriginally published in <a href=\"http://www.storebrands.info/store-brand-insights/experts-insights/reconsider-packaging-design?cc=28\" target=\"_blank\">Store Brands</a>\r\n\r\n&nbsp;', 'Reconsider packaging design', '', 'inherit', 'closed', 'closed', '', '2121-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2121, 'http://cbx.cappendev.com/2121-revision-v1', 0, 'revision', '', 0),
(3019, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p><strong>New look emphasizes innovation and market leadership position</strong>\r\nNew York, NY - November 3, 2008 - In just five minutes parents can discover if their children are using drugs thanks to First Check, a home drug test that is being marketed nationally. Inverness Medical Innovations, LLC, acquired the brand in 2007, and immediately embarked on a package design overhaul to solidify its leadership position and reflect its image as an innovator. The First Check brand, with a 60% share, and sales of over 1.2 million tests each year, offers six versions of its lab-accurate home drug tests that cover a range of 12 different drugs.\r\n\r\nOther products in the line include screening for cholesterol and colon cancer.\r\n\r\nCBX, a New York-based strategic brand consultancy, was brought in to create a branded family look across the entire line. \"The home drug test market is so new that most people don\'t know that these products can be purchased at the local pharmacy,\" says Gregg Lipman, managing partner, CBX. Research revealed that although First Check was primarily marketed to parents attempting to curb or prevent their children\'s drug use, a large segment of buyers were using it to self test and monitor themselves prior to mandated drug tests.\r\n\r\nThe redesign of the brand focused on communicating the over 99% accuracy of the test and the proprietary consumer-friendly cup design. The CBX design team had the unique opportunity to define the look for this new category and created a brand architecture that projects a confident image across the line. A rich blue background color for the outer box enhances shelf presence. A bold new logo incorporates a check mark within the letter \"k\" and forms a lock-up with the \"lab accurate\" descriptor while the custom typeface communicates confidence. The new, enlarged cup image highlights the ease-of-use of the product as well as its proprietary technology. Each of the six versions of the test from marijuana to cocaine to prescription drugs is color-coded to complete the family look of the brand and make it easy for consumers to shop the category.\r\n\r\nThe same brand architecture extends to the cholesterol and colon cancer packages to retain the family look. In place of the color-coding are images of people enjoying an active lifestyle.\r\n\r\n\"From every angle, our brand presence truly conveys the confidence of a leader and innovator,\" says Julie Godon, Director of Marketing Inverness Medical Innovations, LLC. \"In addition, the brand promise of accuracy and easy-to-use technology is instantly communicated on shelf.\" \r\n\r\nFirst Check is sold at pharmacies, including CVS, Rite Aid, Target and Wal-mart, and at firstcheckfamily.com, drugstore.com and other online outlets, with a suggested retail price ranging from $15.99 to $39.99.</p>', 'Redesign of Home Tests for Drug Use and Medical Screening Passes with Flying Colors', '', 'inherit', 'closed', 'closed', '', '1642-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1642, 'http://cbx.cappendev.com/1642-revision-v1', 0, 'revision', '', 0),
(3020, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Gregg S. Lipman:\r\n\r\nThe President has been re-elected, the media circus has died down, and Nate Silver is digging up statistics on some new topic -- the Petraeus affair, the Fiscal Cliff, the odds of Black Friday being moved to the week after Labor Day, perhaps?\r\n\r\nUgh. So what\'s next for \"the Greatest Nation on Earth\"?\r\n\r\nI\'m thinking it\'s time to refresh America the brand. And it ain\'t the color scheme that needs a shot in the arm.\r\n\r\nElections are always ugly, and this year\'s was certainly no different. Millions of dollars were spent slandering the opposing parties, at a time when we could have been using that money to dig ourselves out of a massive financial hole. The gap between Republicans and Democrats (not just far right Tea Partiers and far left liberals) grew wider than ever before (thank you dear Internet). In the midst of all this craziness, we lost sight of the qualities that make our country so damn awesome and weakened our own brand. In a nutshell, we\'re fragmented, identity-challenged and -- methinks -- suffering from low self-esteem.\r\n\r\nWe were built on unity, but now we\'re divided into sparring factions. We always knew who we were, but now we\'re letting others define us. We were built on a healthy ego, but now we\'re doubting our own abilities. We\'ve had loud people yelling on one side and loud people yelling on the other, but the truth is that what makes America great lies right down the middle.\r\n\r\nWhen a brand steps away from its principals, it needs to take a breath, reflect and figure out how to get back to them. What are the attributes and equities at our core? How do they deliver against a higher order that lives in the hearts and minds of our people?\r\n\r\nLet\'s get that star shining again. Divided into red and blue parties for several years, it\'s now time to become red, white and blue, again.\r\n\r\n\r\n<strong>America the Brand</strong>\r\n\r\n\r\n<strong> DIVERSITY </strong>\r\n\r\nDiversity is America\'s most potent brand attribute and the cornerstone for some of our warmest brand nomenclature: Melting Pot. It\'s a founding attribute and a growing attribute, one with depth, breadth and legs that will fuel the benefits of our brand for years to come. As American majorities shift and change in the near and far term, we should keep in mind that our diversity comes with the territory.\r\n\r\n\r\n<strong>UNITY </strong>\r\n\r\nUnity is America\'s brand ambition. Now\'s a good time for us to leverage the robust equity-quest built into our constitution as we continue to form, and relentlessly strive for, a more perfect Union. Unity as an ambition is healthy. In theory, it would give us a holistic voice and provide a safe haven for American commonality in belief or approach that could actually glue our brand\'s warring factions together -- look at Chris Christie and Obama. Maybe we\'re closer than we think.\r\n\r\n\r\n<strong>INNOVATION </strong>\r\n\r\nInnovation is the brand promise that America broke. But fear not...we have the right to win here. Innovation lies deep within the roots of our being. We were built on new ideas and we have nurtured idea making throughout our history -from our government\'s inception to our 20th century manufacturing leadership. As our cultural identity reels from recent innovation declines, it\'s time to channel the Wilbur and Orville in all of us and re-build this promise for ourselves. (Because we\'re worth it.)\r\n\r\n\r\n<strong>OPTIMISM </strong>\r\n\r\nOptimism is America\'s emotional benefit and our innermost brand feeling. It\'s the wind that allows our brand to soar (if you\'ll forgive the emotional blather). Optimism drives America the brand forward, and picks our fallen brand up, dusting it off with a chuckle. If you listen carefully, you can hear America\'s optimism surging forward right now. It\'s the shining light post Superstorm Sandy, it\'s the drive that powered us through election mayhem, and it\'s the equity to leverage as we re-ignite our hopeful prosperity for generations to come.\r\n\r\n\r\n<strong>FREEDOM </strong>\r\n\r\nFreedom is the highest order of America the brand, our pyramid top of self-actualization. Freedom is the crux of our brand purpose, the reason we exist, our core truth, and our brand belief rolled into one. Freedom is inherently, innately and immeasurably our brand everything and none of us -- or our individual ideologies -- would be here if IT wasn\'t.\r\n\r\n\r\nNow that, ladies and gentleman, is a brand! What\'s not to love?\r\n\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/refreshing-americas-brand_b_2164598.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/refreshing-americas-brand_b_2164598.html</a>', 'Refreshing America\'s Brand After an Ugly Election Year', '', 'inherit', 'closed', 'closed', '', '1781-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1781, 'http://cbx.cappendev.com/1781-revision-v1', 0, 'revision', '', 0),
(3021, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<em>This year\'s Store Design Contest winners represent a whole new class of convenience</em>\nAs the convenience store industry continues to elevate its offerings, consumers are continuously raising their expectations. Some might say they\'re becoming \"convenience connoisseurs.\"\n\nC-store retailers, as a result, are churning out new stores that are larger than ever before, made with higher-quality materials than ever before, offer more products and services than ever before – and perhaps most importantly, tap into the spoken and unspoken desires of customers.\n\nThe winners of this year\'s Convenience Store News Store Design Contest reinvent the corner store and redefine what a c-store should be. From Bolla Market\'s marble bathrooms, wood-grain gondolas and black tile flooring, to Wawa\'s \"fresh and inviting\" point of view, to Jubitz Travel Center\'s ability to bring the natural outdoor beauty of Oregon inside, these award-winning designs are sure to please even the most discerning convenience connoisseur.\n\nThe CSNews design awards, now in their eighth year, honor convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business.\n\nHere, we highlight the winners and honorable mentions for Best Original Store Design (a new build), Best Interior Design (also a new build), Sky\'s the Limit Remodel (more than $250,000), Best Mid-Budget Remodel ($100,000 to $250,000) and Best Low-Cost Remodel (less than $100,000).\n\nThe winners in specialty categories, such as Best Exterior Design and Best Fountain Presentation, will be featured in the October issue of Convenience Store News.\n\n<strong>Best Original Store Design</strong>\nHonorable Mention: Wawa\nOrlando, Fla.\n\nAlready deeply entrenched in the Mid-Atlantic market, Pennsylvania-based Wawa Inc. approached design firm CBX in 2009 for help in writing the next chapter in the convenience store chain\'s story – expansion into a new market for the first time in its 200-year history.\n\nWawa\'s plans to enter Florida, specifically the Orlando and Tampa areas, served as a catalyst for it to reexamine its brand equity not only for the Sunshine State, but also in its core market.\n\nCBX was called upon to help the retailer figure out how to successfully evolve the \"fresh and inviting\" essence and personality of the Wawa brand to be relevant in the new market, while at the same time taking a synergistic approach in its core market to ensure brand consistency.\n\nWawa\'s new store design was developed by staying true to the overarching point-of-view of \"fresh and inviting.\" After exploring how far it could stretch the unique customer experience on both an emotional and functional spectrum, the concept of \"residential\" was chosen.\n\nThe residential design utilizes familiar architecture for the exterior, evoking the feeling of home by using a creamy, soft color palette and natural finishes. For the interior, natural light, high ceilings, architectural detailing and rich textures are used to harmoniously tie back to the exterior.\n\nThe new concept also positions Wawa as a food destination rather than just another c-store through the use of \"fresh cues.\" Natural materials, warm colors and ties to the kitchen bring a sense of freshness to the interior. In addition, the visible food preparation area, coffee section, fresh baked goods and walk-in refreshment cooler further speak to the concept of communal kitchen.\n\nWawa\'s first Florida store sporting this design debuted in Orlando on July 18, 2012.\n\n<strong>Best Low-Cost Remodel, Honorable Mention</strong>\nTerpel\nBogota, Columbia\nOwner: Organizacíon Terpel\nDesigner: CBX\n\nIt was a collaboration that transcended continents, with the common goal being to create a compelling design that Bogota, Colombia-based Organización Terpel could implement for the next 10 years. Working with New York-based design firm CBX, Terpel was able to create a fresh new look, from its corporate logo to the architecture of its retail locations.\n\n\"Our role was to reinforce Terpel\'s ongoing commitment to providing quality products and services, but with a new view toward being one of Colombia\'s most innovative and forward-thinking companies,\" said Joseph Bona, president of branded environments at CBX. \"We examined the entire customer journey experience, from the curb to the pump and convenience store, to the car wash and lube bay. Equally important while designing the new ground-up prototype, we also developed a ‘retrofittable\' design approach for adaptation to [its] existing portfolio of facilities.\"\n\nCBX\'s design and strategy teams worked closely with Asburn, Va.-based The Murphy Group LLC, which independently consulted Terpel on business strategies. The collaborative result is a modern and low-cost solution to remodel Terpel\'s retail network, which includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports.\n\nThe outdoor station upgrades include a reinvented canopy, LED lighting, a pylon and fuel island, as well as a high-tech car wash that can clean a car in 3.5 minutes.\n\nInside, Terpel is rolling out four convenience store formats – alto, toque, altoque and deuna – each with \"impeccable restrooms\" and their own amenities. Descriptions for altoque and deuna stores are not yet available, but according to Terpel\'s corporate website, alto stores currently offer customers \"the best traditional Colombian food, snacks, refreshing beverages and sweets,\" as well as Wi-Fi and ATMs. At toque stores, customers will be able to use Skype while touchscreen ordering beverages, snacks and coffee.\n\nTerpel\'s new design debuted in January. As of June, the company had remodeled 27 stations. Its first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\n\n<strong>Best Original Store Design</strong>\nNOCO Express\nLancaster, N.Y.\nOwner: NOCO Inc.\nDesigner: Paragon Solutions Inc., TRM Architects\n\n<strong>Best Original Store Design, Honorable Mention</strong>\nWawa\nOrlando, Fla.\nOwner: Wawa Inc.\nDesigner: CBX\n\n<strong>Best Interior Design</strong>\nCorner Store\nHarris County, Texas\nOwner: CST Brands Inc.\nDesigner: Antista Fairclough\n\n<strong>Best Interior Design, Honorable Mention</strong>\nBolla Market\nBrooklyn, N.Y.\nOwner: Bolla Management Corp.\n\nSky\'s the Limit Remodel\nJubitz Travel Center\nPortland, Ore.\nOwner: Jubitz Corp.\nDesigner: Paragon Solutions Inc.\n\n<strong>Sky\'s the Limit Remodel, Honorable Mention</strong>\nCruizers\nRaleigh, N.C.\nOwner: Holmes Oil Co.\nDesigner: Paragon Solutions Inc.\n\n<strong>Best Mid-Budget Remodel</strong>\nHigh\'s\nEdgewater, Md.\nOwner: High\'s of Baltimore LLC\nDesigner: L2M Architects\n\n<strong>Best Mid-Budget Remodel, Honorable Mention</strong>\nIdaza\nRio do Sul and Curitiba, Brazil\nOwner: Idaza Distribuidora de Petróleo\nDesigner: Gabriela Cervi, Gge Design\n\n<strong>Best Low-Cost Remodel</strong>\nEarth Market\nFrankfort, Ill.\nOwner: Atlas Oil Co.\nDesigner: Xcel Construction, Paragon Solutions Inc., GSP Marketing\n\n<a href=\"http://www.csnews.com/article-reinventing_the_corner_store-6196.html\" target=\"_blank\">http://www.csnews.com/article-reinventing_the_corner_store-6196.html</a>', 'Reinventing the Corner Store', '', 'inherit', 'closed', 'closed', '', '1856-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1856, 'http://cbx.cappendev.com/1856-revision-v1', 0, 'revision', '', 0),
(3022, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Gregg S. Lipman\r\nDid you like <a href=\"http://time.com/3676375/new-england-patriots-deflategate-krispy-kreme/\" target=\"_blank\">Krispy Kreme\'s response </a>to the \'Deflategate\' cheating scandal?\r\nHow about Apple\'s \'Je Suis Charlie\' banner on their French website? Starbucks\' homage to Martin Luther King?\r\n\r\nCall it the New Holy Grail of marketing -- a brand generates speed-of-light positive buzz by jumping in on a timely social issue or responding to a cultural moment. To this day, Oreo\'s <a href=\"https://twitter.com/Oreo/status/298246571718483968\" target=\"_blank\">infamous blackout tweet</a> during the 2013 Super Bowl is considered the epitome of a <a href=\"http://blogs.wsj.com/speakeasy/2013/02/04/how-oreo-culture-jacked-the-super-bowl/\" target=\"_blank\">social media win</a>, garnering 525 million earned media impressions, which is five times the number of people who actually watched the game. Ben &amp; Jerry\'s delighted their fans last year with <a href=\"http://elitedaily.com/news/world/ben-jerrys-wins-internet-hilarious-tweet-weed-legalization-colorado/\" target=\"_blank\">a tweet </a>about the legalization of marijuana in Colorado. And most recently, Krispy Kreme scored a real-time marketing touchdown with their Deflategate-themed<a href=\"https://twitter.com/krispykreme/status/557920121532870656/photo/1\" target=\"_blank\"> social image</a>.\r\n\r\nYou might be saying yourself: \"I have an idea. How about if I don\'t play the game at all? Isn\'t that the safest play?\" Here\'s the thing: branding is all about creating value beyond product benefits. We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in. When <a href=\"http://boss.blogs.nytimes.com/2011/06/22/how-social-entrepreneurship-can-produce-profits/?scp=1&amp;sq=goodpurpose%20study&amp;st=cse&amp;_r=1\" target=\"_blank\">87% of consumers</a> believe businesses should consider societal interests as much as their own interests, it speaks to new consumer expectations: reflect my values, reinforce my self-concept, earn your identity.\r\n\r\nStaying on the sidelines isn\'t going to cut it. People expect brands to play an active role in their personal lives, which means participating in the conversations that are relevant to them. Like it or not, at some point, you have to take the mic. When you do grab mic, it\'s helpful if you don\'t act like the plowed groomsmen at a wedding. Nobody doubts Drunk guy at Wedding means well with his impromptu speech - what he\'s lacking is execution.\r\n\r\nExecution starts with knowing who you are as a brand (it also helps if you\'re not knackered when you tweet.) These social movements are opportunistic but fleeting and your behaviors are a reflection of your true (brand) self. Every action you take defines you. So make sure you know: Can you execute effectively and remain true? What\'s your purpose? Why do you do what you do? What\'s your reason for existing? What is your soul? For example, Southwest\'s purpose is short and sweet: democratize the skies. Ben &amp; Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment.\r\n\r\nVoicing their support for causes like <a href=\"http://www.wsj.com/articles/SB10001424052970203833004577249811049566178\" target=\"_blank\">Occupy Wall Street</a> and the legalization of marijuana is a way to earn their identity as a brand committed to progressive values. After all, it\'s not enough to say it internally. You need to prove it publically. That\'s how purpose becomes authentic, through deeds and actions, by taking a real stand. \"With values-led marketing you just go out there and say who you are. You don\'t have to fool people to sell them your product,\" Ben Cohen explained in his book <a href=\"http://www.amazon.com/Ben-Jerrys-Double-Dip-Values-Led-Business/dp/0684838559\" target=\"_blank\">Ben &amp; Jerry\'s Double Dip</a>, co-written with Jerry Greenfield.\r\n\r\nOnce you\'ve defined your purpose, then you have to establish your overall voice. Does your voice reflect your personality? If we personified Haagen Daz, she might be Catwoman - sophisticated, indulgent and worldly. Would Ben&amp; Jerry\'s be Seth Rogen - a fun-loving oddball stoner?\r\n\r\nWhile Ben &amp; Jerry\'s has made moves of late to look a little less tie-dye and a little more premium, their core personality is expressed in everything they do - including wacky-named flavors (including one based on their support of <a href=\"http://firstwefeast.com/eat/ben-and-jerrys-trivia/s/their-vehement-support-for-marriage-equality-has-even-inspired-changes-to-the-names-of-their-flavors/\" target=\"_blank\">marriage equality</a>) and whimsical packaging. Their Colorado marijuana tweet worked because it conveyed a mischievous sense of humor, which felt in line with their quirky personality, as well as their brand philosophy, if it ain\'t fun, then why do it? Not surprisingly, Ben &amp; Jerry\'s Colorado marijuana tweet began as an internal joke, according to Mike Hayes, the brand\'s Digital Marketing Manager. It felt authentic because it was authentic.\r\n\r\nIf Haagan Daz had made the same visual joke, it would have fallen flat as a result of feeling forced, inauthentic and out-of-character. Besides being genuinely clever, no small feat, Krispy Kreme\'s \"Deflategate\" social image felt in step with their cheeky personality. On the other hand, a brand like Charles Schwaub is all about stability, intelligence, competency. Let\'s hope they never tweet: \"Deflated balls? Talk to Chuck.\"\r\n\r\nBrands often get caught up in the question -- Should I comment on this event? Or should I take a stand on this issue? -- that they lose sight of perhaps the most crucial component to a successful branding campaign. Namely, that the creative execution be as strong as the sentiment is authentic and on brand.\r\n\r\nStarbucks\' recent <a href=\"http://www.washingtonpost.com/blogs/post-partisan/wp/2015/01/19/a-powerful-starbucks-homage-to-mlk/\" target=\"_blank\">ad saluting Martin Luther King</a> is a great example of delivering a pro-social message that feels on brand. But the real power of the ad is in the creative execution, which was done in-house. The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \"It\'s time to look at things differently. Again.\"\r\n\r\nPrinted in the New York Times and posted on social media, the ad garnered glowing responses from the public and in the media. It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces their brand purpose and brand image (warm sincerity with a double shot of social activism and community).\r\n\r\nBy placing a discreet version of their signature logo at the bottom, and nothing else, they communicate to the audience that they are behind the tribute but recognize the messaging priority. To do otherwise would be insincere. As well as sending a message of support to the cause of racial justice, Starbucks is conveying a message that, in all aspects of their business, they are unafraid to \"look at things differently.\" In turn, this allows their tribe of coffee-drinkers to reinforce their own identity as socially conscious free-thinkers.\r\n\r\nFor the defending Super Bowl champion Seattle Seahawks, who are also a multi-million-dollar brand, their attempt <a href=\"http://www.adweek.com/adfreak/seahawks-follow-their-big-win-bigger-fail-we-shall-overcome-mlk-tweet-162421\" target=\"_blank\">to honor MLK</a> was infinitely less successful. One day after their stunning comeback over the Green Bay Packers, which earned them a Super Bowl bid, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay\"-- comparing their unlikely comeback to the civil rights movement. Adding insult to injury, it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \"Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\"\r\n\r\nAs much as branding experts preach sincerity and authenticity, the Seattle Seahawks and the Starbucks shared the same positive sentiment -- the difference is that one Seattle brand nailed the creative execution, the other botched it.\r\n\r\nEven when you have the right brand message, getting the ad right still comes down to creative execution. Oreo proved this point with a social media campaign in 2012 called the \"<a href=\"http://adage.com/article/digital/oreo-s-daily-twist-campaign-puts-cookie-conversation/237104/\" target=\"_blank\">Daily Twist</a>\", in which they posted a daily image of an Oreo cookie depicting a pop culture moment, past or present, tied to that date. Part of what made Oreo\'s jump into the cultural conservation successful was the way it projected a humanistic vision, from a 7-layer rainbow Oreo to celebrate Gay Pride Day to one featuring red-dyed cream marked with tire tracks to honor the Mars landing.\r\n\r\nFor Oreo to come out and honor Gay Pride Day surprised many - it\'s not like they are known as the Ben &amp; Jerry\'s of cookie purveyors. Although the tweet did spark some mild backlash, the overall campaign succeeded for two reasons: the strength of the creative concept (it was not only about taking a bold stand on that one social issue but \"filtering the world through the playful imagination of Oreo,\" a true expression of their brand personality) and its artistic realization -- it was visually striking and told a story in a clear and entertaining way.\r\n\r\nIt\'s easy to forget but Oreo wasn\'t only brand to chime in during the infamous power outage at the Superdome, nor was Krispy Kreme alone in taking to Twitter to offer their two cents on Deflategate. Why did so many other brands fail to gain any traction? Ultimately, it\'s the same reason why one of the two teams playing in the Super Bowl is going to lose this Sunday: lack of execution.\r\n\r\nThe full article is available <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/responding-to-a-cultural-_b_6571576.html\" target=\"_blank\">here</a>.', 'Responding to a Cultural Moment? Don\'t Use Deflated Creative', '', 'inherit', 'closed', 'closed', '', '2066-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2066, 'http://cbx.cappendev.com/2066-revision-v1', 0, 'revision', '', 0),
(3023, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Grocers are designing stores to meet the needs of today\'s omnichannel shopper.</strong>\r\nFor the longest time, the traditional grocery store has flourished as one of the pillars of both small towns and big cities across the country. It has been more than the source of provisions for families. The supermarket has anchored shopping centers and often served as a social gathering place and sponsor of community events.\r\n\r\nWhile many of those functions endure, there is a growing consensus across the food industry that grocery stores must redesign and reinvent themselves to relate to today\'s omnichannel consumers who want a seamless shopping experience through all available channels-from the traditional bricks-and-mortar store to smartphones, tablets and computers.\r\n\r\nMost of all, grocery stores must blend the digital world with the physical store while incorporating more design elements that offer sights, sounds and touch as well as emotional experiences. This transformation extends beyond digital add-ons such as online grocery shopping.\r\n\r\nMichael Harris, managing partner of Match Shop Lab, a shopper marketing agency with offices across North America, says stores need to be reconceived to be sensorial environments as opposed to just efficient distributors of products. He expects to see a massive reduction in nondescript pre-packaged items and an increase in unique, perishable and emotionally driven products and categories.\r\n\r\n\"Grocers who fail to merge the digital and physical worlds will watch their sales erode as more consumers use digital channels to research and buy;\' says Steve Cole, CMO of Gladson, a Lisle, Ill.-based provider of syndicated product images and information and category management services. \"The way consumers will use digital for shopping in the next few years will change drastically. This includes what products consumers will buy in store versus what products will be purchased online. With items such as paper products and toiletries hanging in the balance, e-tailers and traditional grocers will battle for the sales of these high-margin items.\'\r\n\r\nJuan Perez, president and CEO of ADUSA, a Hoffman Estates, IlL-based provider of self-service systems for grocery stores, provides a glimpse of what happens in the evolving supermarket: An office worker receives a coupon on her smartphone for a sandwich that is on special at a local supermarket. She uses the omni channel fresh foods selforder app on her smartphone to order the sandwich and schedule a pick-up time during her lunch break. While in the store to pick up her sandwich, she decides to use a self-order app on a convenient in-store kiosk to place an order for a party tray she will pick up over the weekend. She then also decides to print her shopping list and pick up a few items she had added to that list the previous day while at home.\r\n\r\nNot futuristic enough? Here is how Eran Sharon, vice president of product management for YCD Multimedia, based in New York, envisions such a grocery store: The use of audio-visual media is an integral part of the shopping environment. The buying process combines messaging to the client during her visit to the store to strengthen the brand and assist in her decision making, as well as to entertain and make the visit an enjoyable experience.\r\n\r\nAudio-visual displays are located in various areas of the store, such as delicatessen, meat and bakery. Displays are also installed at the points-of-sale and in aisles; that is, in areas that offer an opportunity to high-impact advertising and impulse purchasing. Stores create a digital multimedia ecosystem that includes regular screens, video walls, kiosks and interactive applications, using tablets. Customers experience content ranging from entertainment, advertising and promotion to brand video and tablet-based resources. QR codes extend digital signage beyond the boundaries of screens and video walls into mobile devices. They remind shoppers of offers and coupons by exact location according to GPS. Shoppers then share this adventure with their friends on Facebook and Twitter.\r\n\r\n<strong>DOING DIGITAL</strong>\r\nSound far-fetched? Not so much, since many these digital elements are entertaining and informing shoppers in two leading supermarket and hypermarket chains in Istanbul, Turkey: Migros and Macrocenter. YCN is negotiating with a major supermarket chain in the U.S. for a similar installation.\r\n\r\nMeanwhile, Westside Market, a family-owned and operated chain of neighborhood stores in New York, will be opening a new location equipped with new technologies. Shoppers there will be able to connect to Wi-Fi via smartphones and tablets. Technology will create faster checkout counters and an app will enable customers to learn about specials and products sold at the store while shopping.\r\n\r\n\"At this time, the areas in which digital and physical most logically intersect are in tracking consumers\' purchasing activity and pushing individualized content based on past purchasing behavior;\'says Joseph Bona, president, Branded Environments for CBX, the New York based retail design consultancy and brand agency. \"This could include weekly specials, shopping list management, menu/ingredient ideas for a family of two, four or more, introduction of new products and recipes and a host of other specifically targeted service offerings. Additionally, linking health and nutritional information with eating habits may provide more meaningful connections other than offering a list of packaged commodities online.\r\n\r\n\"Chain drug stores are adding health advisors armed with digital tablets as a way of elevating personalized service levels in-store;\' he adds. \"Likewise, supermarkets could add a nutrition advisor or a meal ambassador with an iPad as a way of elevating in-store engagement. Why do customers always need to go through a checkout lane? As successfully done in other retail sectors, can\'t roaming clerks check you out with a portable scanner if you\'re just picking up tonight\'s meal of five items or less?.\"\r\n\r\nCole agrees that the key consideration when implementing technologies that bridge digital and physical worlds is to enhance the shopper\'s buying journey, not complicate it. For starters, he says grocers should understand how digital technologies can best support their shoppers\' current habits.\r\n\r\n\"This can lead to introducing mobile apps for recipes and shopping lists, weekly circulars available on digital platforms and digital coupons;\' says Cole. \"For retailers looking ahead to futuristic technology, Apple\'s iBeacon is an example of technology that hopes to blend in-store and digital realms. iBeacon, and other in-store location devices, push offers to shoppers\' smartphones based on both the store they are in and, crucially, their location within the store:\' ·currently, the technology is being tested by Giant Eagle and Safeway.\r\n\r\nIn the fresh foods departments of grocery stores, Perez says well-placed self-ordering kiosks, attractive digital menu boards, and digital queue management systems can make shopper traffic flow smoothly, and web/mobile ordering apps give consumers all of the tools they need to engage the supermarket on their terms. \"After all, that\'s the power of the omni-channel;\' he says.\r\n\r\nSo much focus is centered on what is happening in the digital world that it is easy to forget that the physical world is still what offers us the best way to interact with brands, products and services. Supermarkets are selling an experience, not just products, says Cole. Leading grocers are accomplishing this with instore design elements such as kitchens for culinary workshops, ask-the-expert stations, elaborate food sampling displays and other features that engage the shoppers\' senses.\r\n\r\n\"In the uber-connected, myriad product world, shoppers need more from retailers than the ability to quickly, efficiently and cost effectively purchase the items on their list;\' says Harris, adding they increasingly will be able to do that from the comfort of their armchair. \"The tone needs to be authentic and natural, conjuring in the mind of shoppers real people toiling to grow and harvest their food. Other design elements would be those that break up the monotony of aisles and fridges- an artisan cheese maker, a local farmers market, an aspiring chef from a local culinary school.\'\r\n\r\nDesigner Juan Romero takes it one step further. The president and CEO of api( + ), based in Tampa, Fla., says stores can leverage welldesigned and maintained environments by sharing images through omni-channel efforts and encouraging social media activity.\r\n\r\n\"Images of grocery store interiors are rarely used in promotional efforts;\' he says, \"but they can be a draw for customers who choose their shopping destination based on environment. Images are especially compelling for consumers who have not yet shopped the store.\r\n\r\n\"Well-designed environments can encourage social media activity, which creates buzz and brings in more shoppers:\' he adds. \"Social media users frequently check in and share \'selfies\' with their social media networks when they visit unique or beautiful restaurants. There is no reason a grocery store can\'t also leverage this free third-party promotion. To boost in-store social media use, retailers need to become destinations that consumers want to talk about, and they must create photo opportunities, which can be done via design. Retailers can also promote social media shares by providing loyalty program incentives for photo shares, check-ins and tweets.\'\r\n\r\nLiz Crawford, vice president of strategy and insights for Match ShopLab, presents a creative and radical way that grocery stores will be redesigned. She says that \"grocerants\" will be the new norm. A grocerant is a store that combined a supermarket and a restaurant. The key here is that most \"grocers\" will no longer sell .\"ingredients\" such as flour or cake mix, but will sell prepared food for consumption within a few days. Cooking itself will become the purview of the hobbyist, as real culinary skills and time become scarcer. She lists two megatrends that support this prediction:\r\n\r\n• Consumers are urbanizing. The Brookings Institute reports that large American cities are growing faster than the suburbs for the first time in almost a century. That is important because city dwellers use prepared foods to a greater extent than ingredients, and they do not have the storage or cooking facilities that their suburban counterparts do.\r\n• Demographics are changing. There are more single adults now than ever before. In 1960, 60% of adults 18 - 29 were married, according to the Pew Research Center-a fact tank focusing on attitudes and trends shaping America-today only 20% are. In 1970, over 72% of all adults were married; today that number is 50%. And, as a rule, single adults do not cook as much as families or even couples do. Finally, Millennials do not have the same cooking skills as previous generations did.\r\n\r\n\"So, taken holistically, the picture is changing;\' she says. \"Shoppers will increasingly look for prepared foods to heat-and-eat during the week. Grocerants will fill the need.\'\r\n\r\nAt the same time, she says restaurant design will influence supermarkets. From themed restaurants such as Tex-Mex to broad-appeal, low-cost diners, grocers selling prepared foods will adapt new designs to sell their goods.\r\n\r\n\"There may be a convergence of some popular restaurant chains with grocers to create a new format for grocerY:\' she says. \"Imagine Applebee\'s and Kroger joining forces to sell prepared foods to go in mid-size cities throughout the Midwest. Maybe the shopper could pick up nonfoods while in the store, such as personal care items. It would neither be a typical grocery store, nor a typical restaurant, like today. It would be a re-invention to fill the needs of a new generation.\'\r\n\r\nAnother grocery format that Crawford envisions is the nearly completely self-serve food warehouse. This selfserve retailer will resemble \"automated retail\" without much human interaction at all. Instead of relying on people to work, it will rely on digital technology for product information, ordering and payment.\r\n\r\n\"I believe the era of self-service retail is close; she says. \"This may serve a certain cost-conscious segment of the population, while grocerants may serve a more affluent segment. Will there be retail experiences in between? Sure, but what\'s different is that those traditional stores may not dominate the food retail landscape in 15 years.\'\r\n\r\nDespite such far-flung formats of the future and the growing technological wizardry of today, success often comes down to people. Jeff Weidauer, vice president of marketing and strategy for Vestcom, a Little Rock, Ark.-based provider of shelf-edge marketing solutions, says that a major element in the brick-and-mortar store experience is the availability of knowledgeable sales people who can help shoppers.\r\n\r\n\"In a world that is focused on labor cost reduction, the use of technology can help, but live people are still necessary to engage with shoppers and provide advice and support:\' he says. \"Brick-and-mortar stores have a major opportunity as online continues to grow, but connecting the virtual and real worlds requires dedication, investment, and, most of all, a willingness to look at the entire shopping trip holistically to see where technology makes sense and where it doesn\'t.\'\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Retail reinvented', '', 'inherit', 'closed', 'closed', '', '2023-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2023, 'http://cbx.cappendev.com/2023-revision-v1', 0, 'revision', '', 0);
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(3024, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '&lt;strong&gt;Dan Munford, Insight managing director, &lt;a href=\"http:// http://bit.ly/SAXSzL. \" target=\"_blank\"&gt;introduces Retail Vision viewers to Wawa’s Florida store&lt;/a&gt;.&lt;/strong&gt;\r\nThe millennial generation just don’t eat at home much any more, he says.\r\n\r\n“Eating out is the new eating in and that presents a huge opportunity for convenience retail. Let’s take a look at one of the best in the US - Wawa.”\r\n\r\nWawa opened its first, new large store in Florida about one and a half years ago.\r\n\r\nCustomers clearly rate the store, praising its reasonable prices and very friendly staff.\r\n\r\nCustomers frequent Wawa regularly, visiting daily for breakfast and lunches, for example.\r\n\r\nShoppers Munford speaks to say they love the freshness of the offer versus pre-packed products at rivals. The coffee offer is a favourite too; while the store’s lay out is another bonus.\r\n\r\n“You can find everything you need and it’s a place with everything in it, all in one shop,” customers tell Munford.\r\n\r\nMunford notes that customers love the service but suggests that’s no accident and Wawa has done that by design because it puts so much effort into looking after its employees.\r\n\r\n&lt;strong&gt;Investment in staff&lt;/strong&gt;\r\n\r\nMunford interviews a colleague, with a career in foodservice, who says he’s never worked in a better place and that Wawa is now paying and supporting him through college.\r\n\r\nTodd Souders, director of operations at Wawa in Florida, provides insight into Wawa’s history. He has worked for the company for 14 years.\r\n\r\nWawa was founded in 1964 in Pennsylvania and is celebrating its 50th birthday this year.\r\n\r\nWhen Souders joined the business in 2000, Wawa was just getting the fuel side of the business up and running.\r\n\r\nNow Wawa has well over 300 fuel stores, up from 20 locations at the turn of the century.\r\n\r\nWawa has also been busy advancing its foodservice offer with fresh foods and more variety to cater for all the day parts.\r\n\r\n&lt;strong&gt;The leap to Florida&lt;/strong&gt;\r\n\r\nSouders reveals why Wawa took the leap from Pennsylvania to Florida.\r\n\r\nThe company had put together a team and researched the market in a hunt for the best food and fuel potential. It decided Florida was the state to enter, Souders says.\r\n\r\nThe move introduced a step change in store design, which showcases the fresh food offer, with a more upscale, relaxing look and a calming exterior.\r\n\r\nSouders tells Munford Wawa worked hard to develop a 5,600sq ft store format, which was able to accommodate the full offer but could be flexed, according to property lots.\r\n\r\nInside the store features a super sized customer service counter plus touch screens for ordering, delivering a highly efficient service.\r\n\r\nCustomers refer to the store as a restaurant with gas pumps rather than forecourt with food, Munford says.\r\n\r\nAccording to Souders, that has been a clear aim - to get customers beyond the fuel pumps and to think about fresh food.\r\n\r\n“The focus has been on fresh foods and convincing customers about the quality of the offer,” he says.\r\n\r\nAccording to Munford, the industry is at a crossroads as gas stations strive (and succeed) in being famous for fresh food and reckons the future will see more stores emerging like Wawa.\r\n\r\n&lt;strong&gt;Local store design&lt;/strong&gt;\r\n\r\nJoe Bona, president of branded environments at CBX, worked with Wawa on the Florida store format.\r\n\r\nBona thinks Wawa’s new store represents the state of the industry and that in future stores will have a more developed food offer. As a result, stores such as Wawa will be competing with retailers like Subway as well as traditional convenience chains.\r\n\r\nElevating the food experience within a convenient environment will be key going forward, Bona says.\r\n\r\nBona says Wawa’s entry into Florida was eased by making it look like a local retailer. The store design features a clapboard siding, pastel colours and an open porch, reflective of the local architecture. The aim was to “communicate from the street” that Wawa was a local retailer, he says.\r\n\r\nCBX was able to be a collaborative partner with Wawa on the store project. According to Bona, Wawa doesn’t do anything casually. Attention to detail is paramount and the resulting store is a true test of Wawa’s expertise and knowledge to really make things work.\r\n\r\n&lt;strong&gt;Future expansion plans&lt;/strong&gt;\r\n\r\nMunford questions Souders on Wawa’s expansion plans. Souders reveals the company built 27 stores last year, representing an investment of over $100m.\r\n\r\nHe praises the effort on the the ground in Florida and the teams back at Wawa’s HQ for the success of the opening.\r\n\r\n“We are extremely happy about how it’s working out today,” he says.\r\n\r\nExpansion beyond Florida is not ruled out but is not likely for five to 10 years, Souders says.\r\n\r\n&lt;strong&gt;The immediate focus is firmly on Florida.&lt;/strong&gt;\r\n\r\n“Florida is a big state. We feel we could get hundreds of sites in Florida, which could be very profitable and accepting to the customers,” Souders says. “The focus is on making Florida successful and spreading as many Wawas as possible.”\r\n\r\nSource: Global Convenience Store Focus, May 2014 issue', 'Retail Vision: Inside Wawa’s New Florida Store Format', '', 'inherit', 'closed', 'closed', '', '1926-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1926, 'http://cbx.cappendev.com/1926-revision-v1', 0, 'revision', '', 0),
(3025, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Work\'s out and it\'s time for happy hour. Where to go for a stiff drink?\r\nOne surprising destination of choice: Urban Outfitters. The hipster retailer has begun to offer customers much more than clothing at certain locations. Now visitors can shop, or just head for its bar area.\r\n\r\nAiming to stand out in a world overflowing with retail shops and online competitors, some chains want to become destinations for diners and drinkers, not just shoppers.\r\n\r\nThe Urban Outfitters here in Brooklyn, called Space Ninety 8, has two bars — one on the roof and another on the third floor near the men\'s department — as well as an Israeli barbecue restaurant. The store doesn\'t discourage walking around the clothing displays with a drink in hand.\r\n\r\nUrban Outfitters has two other stores with bars — one in Los Angeles and another in Austin.\r\n\r\nIt\'s not alone:\r\n\r\n• Barnes &amp; Noble — which already has in-store cafes — plans to open some stores this fall that will include sit-down restaurants and have alcohol on the menu.\r\n\r\n• A Target store in Chicago has a Starbucks that serves the coffee chain\'s \"evenings\" menu with wine and beer.\r\n\r\n• Accessories retailer Shinola, best known for its high-end wristwatches, is partnering with Washington-based bar owner Derek Brown on a drink concept set to open in its store there next year.\r\n\r\nStandalone retailers are borrowing the time-tested technique of shopping malls and high-end department stores, where quick Chinese food or ritzy cafes have long offered respite to exhausted customers. Now the strategy is being adopted as a survival technique by shops that once might have frowned at letting customers roam displays of blouses and leather handbags while carrying food or a drink.\r\n\r\n\"You have to give people a reason to come to the store other than just duplicating what they can buy online,\" says Shinola Chief Marketing Officer Bridget Russo.\r\n\r\nThose who come in for edible fare may be more apt to linger, and in turn, spend more time with the merchandise, says James Sundstad, vice president of branded environments at strategy, branding and retail design firm CBX. \" \"You\'re giving them a reason to be there that isn’t just about buy something or get out,\" he says.\r\n\r\nThe recent performance of retail shops vs. restaurants offers an idea of why retailers are embracing this strategy. Restaurant sales increased 10% between April 2014 and April 2015, according to data from research firm Nielsen. Retail sales — excluding food and auto sales — have had about 2% to 4% growth in recent years, according to Department of Commerce figures.\r\n\r\nPeople may not be in the market for a new shirt or pair of jeans very often, but \"everyone’s eating out at some point during the week,\" says Anjee Solanki, national director of retail services in the U.S. for real estate firm Colliers International.\r\n\r\nFor the new Barnes &amp; Noble restaurant concept, it\'s expected that food and beverage will make up more of the store\'s sales than those categories do now — at less than 10% — as well as drive traffic through the rest of the store, says Jaime Carey, president of development and restaurant group for the chain.\r\n\r\nAt Urban Outfitters\' amped-up stores, which also host events such as movie nights, the company wanted to create a place that would appeal to its young, adventurous customer base and give them \"experiences you cannot order online,\" says Global Chief Creative Director Sue Otto.\r\n\r\nMany of the young adults on the rooftop bar on a recent evening came solely for the drinks and the atmosphere. Ashley Delamarter, 32, and her friend Brittany Leslie, 27, sipped on glasses of rosé while chatting in a wooden cabana.\r\n\r\n\"I don\'t feel like I have to come here just because I\'m shopping,\" Delamarter said. \"You can just come hang out.\" Delamarter said she only occasionally shops at Urban Outfitters.\r\n\r\nThe business arrangements can vary when it comes to restaurants and bars opening in retail locations. Otto declined to give sales figures for the stores, only saying \"we’re happy with the idea and we’re going forward with it.\"\r\n\r\nTarget spokeswoman Amy Joiner declined to say how the new Starbucks concept is affecting overall sales and traffic in the Chicago store. Employees have noticed groups of friends often meet there after work for a drink, she says, though customers aren\'t allowed to leave the dining area with alcohol.\r\n\r\nStill, a customer with the time to sip on a glass of wine may be more likely to linger, browsing for books or picking up a new candle for the bedroom. Will a tipsy shopper be more likely to buy? Maybe. Either way, the experience forces customers to slow down, Sundstad says.\r\n\r\nOriginally published by <a title=\"USA Today\" href=\"http://www.usatoday.com/story/money/2016/07/25/retailers-get-in-the-restaurant-business/87124848/\" target=\"_blank\">USA Today</a>\r\nPhoto courtesy of Sara Snyder', 'Retailers install bars, hoping to lure shoppers offline', '', 'inherit', 'closed', 'closed', '', '2220-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2220, 'http://cbx.cappendev.com/2220-revision-v1', 0, 'revision', '', 0),
(3026, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'By David Weinberger\r\nInnovation ain’t easy. For starters, it requires something precious that all consumer product <a href=\"http://www.smartblogs.com/tag/brands\" target=\"_blank\">brands</a> must work hard to achieve — trust. And once that trust is finally won, brands naturally tend to stick with the relative safety of the known. Instead of leaping forward with profound innovations — which, after all, could inadvertently alienate those hard-won loyalists — they play it safe and move sideways.\r\n\r\nHow, then, can <a href=\"http://www.smartblogs.com/tag/cpg\" target=\"_blank\">CPG</a> brands innovate and meet consumer need even as they leverage their existing levels of consumer trust? Like I said, it ain’t easy. A case in point is the way in which <a href=\"http://smartblogs.com/tag/restaurant/\" target=\"_blank\">restaurant</a> brands like <a href=\"https://www.tgifridays.com/\" target=\"_blank\">TGI Fridays</a>, <a href=\"http://www.starbucks.com/\" target=\"_blank\">Starbucks,</a> <a href=\"http://www.nathansfamous.com/\" target=\"_blank\">Nathan’s Famous,</a> <a href=\"http://www.whitecastle.com/\" target=\"_blank\">White Castle</a> and <a href=\"http://www.chichis.com/\" target=\"_blank\">Chi Chis</a>, to name a few, offer iterations of their products in grocery stores. While these brands enjoy distinct advantages, many of these offerings can be found only in the frozen-food aisle, which makes delivering on expected product quality a challenge. Moreover, an important part of enjoying food in a restaurant is the experience and the environment: the servers, the music, the decor and the people you’re eating with. Like consumer trust, the experience that goes along with your brand bears a huge value. While I understand that such approaches can be hard to resist, I bet companies can push further.\r\n\r\nLet’s flip the tables — smart CPG brands can offer something new and innovative (while maintaining their consumers’ trust) by simply doing the reverse of the frozen spinoff. Instead of offloading your brand to an inert environment, you animate it in a brick-and-mortar setting replete with servers, decor, music and friends. Bear in mind, I’m not referring to flagships along the lines of <a href=\"http://www.mms.com/\" target=\"_blank\">M&amp;M’s Stores</a> or <a href=\"http://www.chobani.com/\" target=\"_blank\">Chobani Yogurt bars</a>, which are essentially write-offs that offer certain advantages but are under no real pressure to make money. I’m talking about investing in something innovative and profitable, with the potential to go big — I’m talking national or even international. The key is to figure out how to bring consumers an experience they can’t get by just buying your products at Dollar Tree, Shoprite or, heaven forbid, Amazon. Let’s transform these CPG brands into a destination.\r\n\r\n<a href=\"http://www.heinz.com/\" target=\"_blank\">Heinz</a> is an example of a company that could pull this off. Famous on six continents, the company has tremendous heritage, trust and awareness that it has yet to fully leverage. Heinz can start by taking advantage of three major food <a href=\"http://smartblogs.com/tag/consumer-trends/http://\" target=\"_blank\">trends.</a>\r\n\r\nStart with customization. Across the U.S., we see restaurants such as <a href=\"http://www.chipotle.com/en-US/default.aspx?type=default\" target=\"_blank\">Chipotle Mexican Grill</a> and <a href=\"http://www.subway.com/subwayroot/default.aspx\" target=\"_blank\">Subway</a> riding the <a href=\"http://www.smartblogs.com/tag/fast-casual\" target=\"_blank\">fast-casual</a> wave as they allow their fans to create their own meals. Another example of this is the rise of “fixin’s” bars in convenience stores such as <a href=\"https://www.maverik.com/\" target=\"_blank\">Maverik</a>, <a href=\"http://www.ampm.com/\" target=\"_blank\">ampm</a> and <a href=\"http://www.cornerstore4u.com/Home\" target=\"_blank\">Corner Store</a>.\r\n\r\nNext is the ongoing globalization of cuisine. From the coasts to Middle America and beyond, flavors are blending. Latin and Asian influences in particular are on trend, with chipotle and <a href=\"http://smartblogs.com/?cat=5853&amp;s=sriracha\" target=\"_blank\">Sriracha</a> popping up all over. Earlier this year, Heinz announced the release of a product that combines classic American ketchup with Sriracha, a flavor that used to be known only to epicures fond of browsing Asian grocery stores. It may be hard to find, but Heinz is touching on a big opportunity here.\r\n\r\nThe third trend is simple authenticity. Heinz has been around since 1869 and is one of the most trusted brands in the world. What kid doesn’t like ketchup?\r\n\r\nLeveraging this consumer trust and riding the tails of these three food trends, I believe that Heinz can move beyond line extensions and into the world of <a href=\"http://smartblogs.com/tag/food-retail/\" target=\"_blank\">retail</a> destinations, and break new ground — literally. Retail locations could help the Heinz brand truly own “customization of flavor.” Imagine walking into a fast-casual sandwich place called “Flavors 57.” Like the menus at Chipotle and Five Guys, the Flavors 57 menu would offer creative spins on burgers, dogs, hoagies, falafels, croque madames, banh mis, tortas, you name it. (Oh, and fries of course.) It would all be made in front of you with any fresh toppings you want. After you get your meal, you walk over to the “Heinz Saucing Station.” Fifty-seven sauces? Exactly. Take that Arby’s.\r\n\r\nThere would be 10 types of ketchup, branded mustard, mayo, relish, chutney, tahini, salsa, hot sauce, tartar sauce, cheese sauce, peanut sauce, steak sauce, secret sauce, Limited Time Only sauce and, of course, Awesome Sauce.\r\n\r\nThe idea here is not to spotlight Heinz, but to point to the potential of maximizing under-leveraged — but highly trusted — brands. One could say much the same for the likes of <a href=\"http://sabra.com/\" target=\"_blank\">Sabra</a>, <a href=\"http://www.applegate.com/\" target=\"_blank\">Applegate Farms</a>, <a href=\"https://www.kashi.com/\" target=\"_blank\">Kashi</a> and many more. If IKEA can serve meatballs, why can’t <a href=\"http://www.traderjoes.com/\" target=\"_blank\">Trader Joe’s</a> open its own QSRs?\r\n\r\n<a href=\"http://smartblogs.com/tag/innovation/\" target=\"_blank\">Innovation</a> ain’t easy. But it can come from anywhere. Even a tomato.\r\n\r\nThe full article is available <a href=\"http://smartblogs.com/food-and-beverage/2015/03/18/moving-from-on-the-shelf-to-on-the-street-rethinking-what-it-means-to-be-new-and-improved/\" target=\"_blank\">here</a>.', 'Rethinking branding, what it means to be “new and improved”', '', 'inherit', 'closed', 'closed', '', '2082-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2082, 'http://cbx.cappendev.com/2082-revision-v1', 0, 'revision', '', 0),
(3027, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '<p><em>New product and package design innovations help solidify market leadership position and create value.</em>\r\nNew York, N.Y. – October 8, 2008 – In a slowing economy consumers think twice before putting a name brand into their shopping cart, when a less costly store brand is an option.\r\n\r\nWhile consumers recognize and favor Reynolds Wrap aluminum foil as a performance leader, many purchase store brands for everyday tasks and save Reynolds Wrap, which they perceived as stronger, versatile and more durable, for tougher cooking assignments.\r\n\r\nThe need for innovation within the category prompted Reynolds to bring in CBX, a strategic branding company based in New York. \"To reinforce Reynolds\' leadership position, justify its price and communicate the differences among its products, we introduced a value system,\" explained Rick Barrack, Chief Creative Officer at CBX. \"A \'good, better, best\' system created added value, allowed room for product extensions and reinforced customer loyalty, all while maintaining brand equity.\" CBX retained the core equities of the brand including the reflex blue background, silver laminate and familiar typography, but a color coding system on the end corridor provides differentiation and reduces the focus on square footage. Nomenclature was revised to further clarify the functional benefits of each of the new product sku\'s; Reynolds Wrap, with the traditional salmon end corridor, Reynolds Wrap Heavy Strength (silver), Reynolds Wrap Super Strength (gold) and Reynolds Wrap Non-Stick (yellow). Heritage and trust was leveraged across the range of products by locking up the brand name with a ribbon containing a \"Trusted Since 1947\" message. The new designs are rolling out nationally. CBX\'s exploratory into various innovations led to the launch of a new sku – Reynolds Pro-Grille a superior quality product with non-stick, heavy strength and extra width features. Illustrations of barbecue tools and a red end corridor establish new Reynolds Pro-Grille as a necessary tool for out door grilling. With this new position and packaging, Reynolds gained distribution through a new channel and is selling Pro-Grille exclusively at Lowe\'s in the grilling products section.</p>', 'Reynolds Wrap Foils the Competition', '', 'inherit', 'closed', 'closed', '', '1643-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1643, 'http://cbx.cappendev.com/1643-revision-v1', 0, 'revision', '', 0),
(3028, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Veteran architecture/design/commercial real estate business development, marketing and public relations professional Nan Richardson has joined brand agency and retail design consultancy CBX as Engagement Director, Branded Environments.\r\nFrom her base in Newport Beach, Richardson will work to connect with prospects, build relationships and develop new business opportunities for CBX in the retail, restaurant, hospitality and commercial real estate industries, reporting to Vice President, Branded Environments James Sundstad.\r\n\r\nRichardson brings a diverse background to the New York-headquartered CBX, with over 20 years of business development and marketing experience, primarily in the architecture, interior design and commercial real estate industries. Prior to joining CBX, she was West Coast Director, Business Development at Core States Group, a fully integrated architecture, interior design, engineering and general contracting firm specializing in the hospitality, retail, restaurant and corporate sector. From her base in Newport Beach, she had direct responsibility for client relations, public relations, marketing, and business development functions.\r\n\r\nPreviously, Richardson held senior marketing and business development positions with such other prominent firms as Perkins+ Will, IA Interior Architects, and H. Hendy Associates.\r\n\r\nShe is an active member of the International Council of Shopping Centers, Urban Land Institute, and the Boutique &amp; Lifestyle Lodging Association. Her extensive philanthropic efforts include the United Way, Community Service Programs, Inc., and the National Kidney Foundation.\r\n\r\nA resident of Newport Beach, Richardson graduated from the American Institute of Interior Design, Lucerne, Switzerland, with a Bachelor of Arts in Interior Design.', 'Richardson Joins CBX as Engagement Director, Branded Environments', '', 'inherit', 'closed', 'closed', '', '2270-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2270, 'http://cbx.cappendev.com/2270-revision-v1', 0, 'revision', '', 0),
(3029, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Nan Richardson has joined CBX as engagement director, branded environments.\r\nRichardson will work to connect with prospects, build relationships, and develop new business opportunities for CBX in the retail, restaurant, hospitality, and commercial real estate industries, reporting to VP, branded environments, James Sundstad. She will be based in Newport Beach, Calif.\r\n\r\nRichardson brings a diverse background to CBX, with more than 20 years of business development and marketing experience, primarily in the architecture, interior design, and commercial real estate industries.\r\n\r\nPrior to joining CBX, she was west coast director, business development, at Core States Group, a fully integrated architecture, interior design, engineering, and general contracting firm specializing in the hospitality, retail, restaurant, and corporate sectors. From her base in Newport Beach, she had direct responsibility for client relations, public relations, marketing, and business development functions.\r\n\r\nRichardson has held senior marketing and business development positions with such other firms as Perkins+Will, IA Interior Architects, and H. Hendy Associates.\r\n\r\nShe is an active member of the International Council of Shopping Centers, Urban Land Institute, and the Boutique &amp; Lifestyle Lodging Association. Her extensive philanthropic efforts include the United Way, Community Service Programs Inc., and the National Kidney Foundation.\r\n\r\nA resident of Newport Beach, Richardson graduated from the American Institute of Interior Design in Lucerne, Switzerland, with a bachelor of arts in interior design.\r\n\r\nOriginally published by <a href=\"http://insights.retailenvironments.org/2016/10/04/richardson-named-engagement-director-cbx/\" target=\"_blank\">Shop! Insights Center</a>', 'Richardson named engagement director at CBX', '', 'inherit', 'closed', 'closed', '', '2264-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2264, 'http://cbx.cappendev.com/2264-revision-v1', 0, 'revision', '', 0),
(3030, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Rick Barrack is the chief creative officer at branding firm CBX, which recently helped Duane Reade do the impossible: execute a redesign to become cool (at least, as much as any drugstore can be cool). Established in 2003, CBX has worked with popular consumer brands ranging from Arby\'s to M&amp;M\'s to Snapple.\r\n<strong>Quote</strong>\r\n\r\n<em>\"The dynamics of e-commerce, as it has evolved, created a new shopping behavior. People demand more information. And now, outside of e-commerce, we have to provide that as well.\" »</em>\r\n\r\n&nbsp;\r\n\r\nRead More: <a href=\"www.fastcompany.com/person/rick-barrack\" target=\"_blank\">www.fastcompany.com/person/rick-barrack</a>\r\n\r\n<a href=\"http://www.fastcompany.com/3018263/most-creative-people-2012/79-rick-barrack\" target=\"_blank\">Rick Barrack on FastCo</a>', 'Rick Barrack', '', 'inherit', 'closed', 'closed', '', '1967-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1967, 'http://cbx.cappendev.com/1967-revision-v1', 0, 'revision', '', 0),
(3031, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Rick Barrack, Chief Creative Officer of CBX, was among those recently honored at Fast Company’s Most Creative People in Business 1000 (MCP 1000) event in New York.\r\nHosted by Diane von Furstenberg, the Jan. 31 event in New York and a Feb. 4 event in San Francisco helped launch Fast Company’s MCP 1000, a new resource that defines the influential, diverse group of modern Renaissance men and women driving change across the economy and around the globe. This new editorial initiative, anchored on FastCompany.com, was created in the spirit of Fast Company’s annual 100 Most Creative People in Business franchise, which recognized Barrack in 2012 for “helping to make retail exciting again,” citing his work on the redesign of drug store chain Duane Reade in New York City.\r\n\r\nThe MCP 1000 coverage includes profile pages for all honorees, daily news posts, live chats, videos, polls, events, and more. Fast Company will also bring the members of the world’s most creative community together to facilitate the spread of innovation and the sharing of expertise. MCP 1000 honorees will have access to exclusive Fast Company content, as well as private MCP 1000 events.', 'Rick Barrack Honored at Fast Company’s Event', '', 'inherit', 'closed', 'closed', '', '1964-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1964, 'http://cbx.cappendev.com/1964-revision-v1', 0, 'revision', '', 0),
(3032, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'December 6, 2012, CBX COO Rick Barrack talks branding, how he got his start in the business and the history of CBX, on LA Talk Live! radio show \"What Catches Fire\". Syndicated through itunes, UStream, Facebook and Live 360.\r\n&nbsp;\r\n\r\n<iframe src=\"http://www.youtube.com/embed/0Y883Hu3xgY\" frameborder=\"0\" width=\"630\" height=\"380\"></iframe>\r\n\r\nLA Talk Live! Radio: <a href=\"http://latalklive.com/new/what-catches-fire\" target=\"_blank\">http://latalklive.com/new/what-catches-fire</a>\r\n\r\nYou Tube:<a href=\"http://youtu.be/0Y883Hu3xgY\" target=\"_blank\"> http://youtu.be/0Y883Hu3xgY</a>', 'Rick Barrack on LA Talk Live Radio', '', 'inherit', 'closed', 'closed', '', '1790-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1790, 'http://cbx.cappendev.com/1790-revision-v1', 0, 'revision', '', 0),
(3033, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'By Gregg S. Lipman\nIn the ten years since I co-founded a brand agency, I\'ve often been asked, \"Who or what is your greatest professional influence?\" And while I\'d love to say something intellectual or provocative like \"Steve Jobs,\" \"David Ogilvy\" or \"my father,\" the truth is, much of the wisdom I refer to on a daily basis comes from the comedic films of the 1980s.\n\nYup. Believe it.\n\nCall me what you want -- guy with a Peter Pan syndrome, John Hughes junkie, whatever -- but for me, these films spewed a kind of rare wisdom that no amount of \"T&amp;A\" could diminish. And I try to manage my company and my staff with that same respect for the fundamentals that these films all had -- because in order to create a forum where good ideas can flourish, you need to have a good foundation. Okay, so maybe Belushi didn\'t always represent that in <em>Animal House</em>, but a lot of the characters in my favorite 80s films -- movies like <em>Spring Break</em>, Revenge of <em>the Nerds</em> and the film Tim Robbins never acknowledges on his resume, <em>Fraternity Vacation</em> -- had a disarming sweetness about them that I think is incredibly effective in the branding world.\n\nSo, skinny ties and big hair aside, here are five quotes from 80s movies that I refer to on a weekly basis when making management decisions.\n\n<em>Caddyshack:</em> \"Let\'s pretend like we\'re real human beings.\"\nChevy Chase\'s Ty Webb in <em>Caddyshack</em> is one of my favorite characters ever; he utters this line while trying to bed Lacey Underall (don\'t get me started). And this quote has total relevance in my day-to-day, as I often try to remind my staff that at the end of the day, we\'re all just real people. If we can simply cut out the bullshit that stops us from connecting, we have an amazing opportunity to do great things. Whether or not that work is as important as bedding Lacey Underall...well, that\'s for you to decide.\n\n<em>Risky Business: </em>\"Sometimes you gotta say, \'What the f&amp;8ck.\'\"\nBefore cute, relatively unknown tom cruise was the scary Scientology mega-star Tom Cruise, he made what many consider the greatest coming-of-age movie since <em>The Graduate</em>. The naiveté of his Joel Goodsen character in <em>Risky Business</em> is precisely why he was a keen businessman, and ultimately a prime candidate for Princeton (he utters this line to the admissions officer, though it is his friend Miles -- who other 80s movie fans will remember as Booger in <em>Revenge of the Nerds</em> -- who initially imparts this wisdom to Joel). And in my day-to-day, I definitely encourage my team to say, \"What the f&amp;8ck,\" in order to take risks and produce work that\'s not only distinctive, but often game-changing. In fact, the longer version of that quote has this at the end: \"Saying \'What the Fuck\' brings freedom. Freedom brings opportunity, opportunity makes your future.\" Precisely.\n\n<em>Back to the Future Part</em> I: \"Roads? Where we\'re going, we don\'t need roads.\"\n\"Doc\" Brown, one of my favorite film characters ever, utters this legendary line at the very end of the first <em>Back to the Future</em> movie (I don\'t even acknowledge the sequel), right before he and Marty McFly jet off in their DeLorean time machine to 1988 -- \"the future.\" And the notion that you really can\'t predict what\'s coming down the line, no matter how hard you try, is so integral to the kind of work we do every day. We always need to focus on the task at hand, and not pretend like we know what\'s going to happen the day after tomorrow. At the same time, it\'s important to create work that stands the test of time, and which will still be around if and when you do go <em>Back to the Future</em>.\n\n<em>The Breakfast Club</em>: \"You see us as you want to see us, in the simplest terms, in the most convenient definitions. But what we found out, is that each one of us is a brain, and an athlete, and a basket case, a princess and a criminal.\"\nThis quote comes from the letter that <em>The Breakfast Club</em> writes to Principal Vernon at the end of the detention day. Quite literally, it speaks to the fact that nobody -- including the misfits in the film -- is as they seem. And as far as organizational structure goes, it also speaks to the fact that everybody in our company has value, based on who they are and the experience they bring. While each has an area of expertise, the melting pot of perspectives and the open environment in which to express them provides a grounding to our work -- we are different, but we are the same.\n\n<em>Stripes:</em> Winger: C\'mon, it\'s Czechoslovakia. We zip in, we pick \'em up, we zip right out again. We\'re not going to Moscow. It\'s Czechoslovakia. It\'s like we\'re going into Wisconsin. Russell: Well, I got the shit kicked out of me in Wisconsin once.\nWhat can I say about a movie whose tagline was, \"The story of a man who wanted to keep the world safe for democracy...and meet girls\"? Well, a lot actually. This quote is so fitting to what we do every day, because having realistic expectations for any given project is key to getting the job done, and done well. You can never really predict how things will turn out, but going into a job knowing what could happen helps mentally prepare you for possible pitfalls along the way.\n\nOkay, so I know what you\'re thinking: This grown man (me) has based his whole management style on those dirty, ridiculous movies from a decade that most people mock? Well, I\'m here to tell you there\'s a helluva lot more than just silly banter in these films; if you look deeply enough, you can find the meaning of life. Or at least, enough wisdom to keep a company going for 10 years, keep employees feeling inspired about their day-to-day, and keep me laughing my butt off in good times and bad. \"Razzle, Dazzle...and that\'s the fact, Jack.\"\n\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/risky-business-management_b_3868895.html?view=screen\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/risky-business-management_b_3868895.html?view=screen</a>', 'Risky Business: Management Wisdom Gleaned From 80s Movies', '', 'inherit', 'closed', 'closed', '', '1849-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1849, 'http://cbx.cappendev.com/1849-revision-v1', 0, 'revision', '', 0),
(3034, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'On Thursday, Saks Fifth Avenue opened the doors to its new Houston store, located in The Galleria entertainment complex.\r\nThere to cut the ribbon on the new department store were Saks president Marc Metrick, chief merchant Tracy Margolies, EVP of stores Larry Bruce and Houston VP and GM Bobby Dees.\r\n\r\nIn the lead-up to the opening, the retailer held special events with the city’s movers and shakers to mark the occasion. On Tuesday, it teamed up with Town &amp; Country to host a private dinner attended by designer Erdem Moralioglu, opera singer Ana María Martínez and Houston socialites Lynn Wyatt and Isabel David. And on Wednesday, Saks invited more than 1,000 guests to a cocktail party and preview of the new Galleria store.\r\n\r\nSaks’ 200,000-sq.-ft. location in The Galleria was designed by CBX Agency in New York and represents a significant expansion from its previous Houston store, which closed earlier this month.\r\n\r\nNew additions to the brand roster include Proenza Schouler and Dries van Noten. The new store also will feature a Christian Louboutin boutique and a reimagined 10022-SHOE department.\r\n\r\nDees told FN sister publication WWD earlier this year that despite the economic slowdown in Texas, Saks is upbeat about the region.“You can’t foresee the economy, but we know over time the local economy will get better,” he said. “We are optimistic about Houston, and we are focused on being the best retailer we can be.”\r\n\r\nOriginally posted by <a href=\"http://footwearnews.com/2016/business/retail/saks-fifth-avenue-houston-galleria-store-opening-216751/\" target=\"_blank\">Footwear News</a>', 'Saks Celebrates Opening of Houston Store', '', 'inherit', 'closed', 'closed', '', '2173-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2173, 'http://cbx.cappendev.com/2173-revision-v1', 0, 'revision', '', 0),
(3035, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'On April 28, 2016, Saks Fifth Avenue formally unveiled its new flagship store in the Houston Galleria. The 200,000-square-foot store was designed and planned in partnership with CBX, the New York-based brand agency and retail design consultancy. Saks relocated to the prominent two-level anchor building from a smaller space at the mall, adding approximately 20,000 square feet to its footprint at The Galleria. This was the largest Saks project to date for CBX, which has designed departments for a number of other Saks locations.\r\n<strong>CBX’s role</strong>\r\nCBX’s assignment encompassed the exterior design of the building; master planning of the entire interior space; and design of all front-facing merchandise departments, back-of-house and stock areas, and customer amenities, such as the Fifth Avenue Club personal shopping area. CBX created new design elements that complemented Saks’ current interior design concept for several key departments, including jewelry, women’s lingerie, and the second-largest beauty and fragrance department in the entire Saks’ portfolio. In addition, the firm created “white box” designs for dedicated vendor shops occupying more than 27,000 square feet.\r\n\r\n“Saks Fifth Avenue is known for delivering an unparalleled personalized shopping experience and its new Houston Galleria store is no exception,” said Todd Maute, Partner at CBX. “The design strategy was to create unique moments that express the modernity, tactility, sensuality and femininity of the Saks brand. We used space planning, architectural design and materials to create a memorable shopping experience.”\r\n\r\n<strong>Key design features</strong>\r\nThe design of the exterior façade emulates a modern lattice aesthetic, and the customer valet entrance is graced with a covered walkway. At night, the exterior architecture is dramatically highlighted by soft, glowing LED lighting. Taking its inspiration from high-end fashion, CBX employed sculptural elements, colors, special lighting fixtures and materials to create a cohesive design. “Seamless transitions between the different departments maintain a consistent brand story while celebrating the merchandise within each space,” said Maute.\r\n\r\nCBX designed the store’s escalator as a major focal point in the customer’s journey, highlighted by a white ceramic gold-leaf sculpture by Pascale Girardin that spans two stories. “The sculpture depicts a just-sprayed mist, such as a fragrance, which rises from the escalator void to the second floor, where it dissipates,” explained James Sundstad, VP Branded Environments at CBX.\r\n\r\nThe stairway to the second level is no less visually striking. Inspired by the female form and its movements while dancing, the design of the stairway expresses the swaying movement of a dress during dance. Elsewhere, The Apothecary, a new department designed by CBX, serves as a backdrop to the expanded fragrance and beauty department. “The Apothecary is meant to be a curated space for creative merchandising of skincare products and gifting,” explained Sundstad. “It features custom-made shelving with a unique, bracketed detail that allows for flexible merchandising and visualizing the product.”\r\n\r\nThe women’s lingerie department, meanwhile, projects a sultry, seductive feel created by soft, low ambient lighting and elliptical ceiling treatments. A sweeping glass curved wall divides the main sales floor from the fitting rooms to create an intimate and private shopping experience within. Finally, the enhanced Fifth Avenue Club, situated adjacent to the Women’s collection department, features eight private suites for customers to try on the latest collections with the assistance of their personal shoppers.\r\n\r\nOriginally published by <a href=\"http://retaildesignblog.net/2016/06/06/saks-fifth-avenue-flagship-store-by-cbx-houston-texas/\" target=\"_blank\">Retail Design Blog\r\n</a>Photos courtesy of Max Bolzonella\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/01.jpg\"><img class=\"alignnone wp-image-9866 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/01-724x1024.jpg\" alt=\"01\" width=\"724\" height=\"1024\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/02.jpg\"><img class=\"alignnone wp-image-9867 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/02-683x1024.jpg\" alt=\"02\" width=\"683\" height=\"1024\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/03.jpg\"><img class=\"alignnone wp-image-9868 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/03-1024x683.jpg\" alt=\"03\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/04.jpg\"><img class=\"alignnone wp-image-9869 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/04-1024x638.jpg\" alt=\"04\" width=\"1024\" height=\"638\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/05.jpg\"><img class=\"alignnone wp-image-9870 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/05-1024x683.jpg\" alt=\"05\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/06.jpg\"><img class=\"alignnone wp-image-9871 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/06-683x1024.jpg\" alt=\"06\" width=\"683\" height=\"1024\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/07.jpg\"><img class=\"alignnone wp-image-9872 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/07-1024x683.jpg\" alt=\"07\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/08.jpg\"><img class=\"alignnone wp-image-9873 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/08-1024x734.jpg\" alt=\"08\" width=\"1024\" height=\"734\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/09.jpg\"><img class=\"alignnone wp-image-9874 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/09-1024x683.jpg\" alt=\"09\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/10.jpg\"><img class=\"alignnone wp-image-9875 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/10-1024x683.jpg\" alt=\"10\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/11.jpg\"><img class=\"alignnone wp-image-9876 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/11-673x1024.jpg\" alt=\"11\" width=\"673\" height=\"1024\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/12.jpg\"><img class=\"alignnone wp-image-9877 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/12-1024x683.jpg\" alt=\"12\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/14.jpg\"><img class=\"alignnone wp-image-9878 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/14-1024x683.jpg\" alt=\"14\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/15.jpg\"><img class=\"alignnone wp-image-9879 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/15-1024x689.jpg\" alt=\"15\" width=\"1024\" height=\"689\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/16.jpg\"><img class=\"alignnone wp-image-9880 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/16-1024x686.jpg\" alt=\"16\" width=\"1024\" height=\"686\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/17.jpg\"><img class=\"alignnone wp-image-9881 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/17-1024x647.jpg\" alt=\"17\" width=\"1024\" height=\"647\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/20160426_114233.jpg\"><img class=\"alignnone wp-image-9882 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/20160426_114233-1024x589.jpg\" alt=\"20160426_114233\" width=\"1024\" height=\"589\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/20160426_115824.jpg\"><img class=\"alignnone wp-image-9883 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/20160426_115824-802x1024.jpg\" alt=\"20160426_115824\" width=\"802\" height=\"1024\" /></a>', 'Saks Fifth Avenue Flagship Store by CBX, Houston – Texas', '', 'inherit', 'closed', 'closed', '', '2190-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2190, 'http://cbx.cappendev.com/2190-revision-v1', 0, 'revision', '', 0);
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(3036, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'New brands, exclusive boutiques and sleek, sophisticated design are on deck at Saks Fifth Avenue’s new Galleria store, debuting this spring.\r\nOpening in the Galleria in 1997, the current Saks Fifth Avenue Houston is a monument to mall culture—the monolithic limestone façade facing Westheimer is basically a temple dedicated to luxury shopping. But almost as soon as Saks was installed in the mall, consumer tastes changed. Malls have been challenged for shopping supremacy by open-concept shopping centers like River Oaks District. High-end shoppers began to demand a experience that included luxury finishings and details in keeping with the price tags of the goods on display. Younger customers preferred boutiques over megastores.\r\n\r\nTo respond to a changing retail environment, Saks Fifth Avenue has unveiled detailed plans of its new Galleria department store, gathering media for a comprehensive presentation on Tuesday evening. The big news is that the new store will open on April 28, with the current space closing at the end of the day on April 20 to facilitate the move.\r\n\r\n“This is the biggest move of its type that Saks has ever done,” said Bobby Dees, vice president and general manager of Saks Fifth Avenue Houston. “It’s going to be a very special store.”\r\n\r\nThe present Saks Fifth Avenue Houston is one of the most successful stores in the company—it typically ranks third in sales volume, after the New York and Beverly Hills stores, though it’s fallen to fourth during the current construction. The new store is set to surpass even those numbers at 20,000 square feet larger, with the biggest footprint and volume of any Saks outside of Manhattan.\r\n\r\nDesigned by Saks’ in-house team along with CBX, the renderings present a store infused with rich, non-retail finishes, including a spiral staircase to the second floor and a clean color palette in shades of white, from whitewashed woods to marble.\r\n\r\nBut the biggest change is not the fixtures, it’s the layout, which radically rethinks what a department store should look like. Instead of big, open spaces, Saks is rolling out individual boutiques inside the store for its most prestigious brand partners, making it almost like a mall inside a mall, but with cohesive service and only-in-department-store perks. Among the 22 dedicated shops in women’s designer apparel, to be located on the second floor, are Dries Van Noten, Alaïa, Alexander McQueen, Proenza Schouler, Chloé, Altazarra, Fendi, Etro and Lanvin.\r\n\r\nOn the first floor—there will only be two levels, Dees notes, because research has shown shoppers don’t tend to venture up past the second floor—the entrance will be flanked by the luxury sector’s two big moneymakers: women’s shoes and handbags. The former will include a Christian Louboutin boutique, the first of its kind outside the New York store, and Prada, Louis Vuitton and Dior will be among the handbag boutiques.\r\n\r\nWithin the cosmetics and fragrance department will be the “crown jewel” of the store, with all counters expanded into, again, boutique-like spaces. The biggest of these will be the Chanel beauty boutique, though the most prestigious might be the forthcoming Gucci beauty boutique, the first time the coveted beauty line will be available in Texas, and one of only five points of distribution for the brand in the United States.\r\n\r\nThe men’s department will also be on the first floor, divided from the cosmetics department by Bar 12, described as a casual gathering space. It was designed by Nina Magon of Contour Interior Design, as was the new 51Fifteen restaurant on the second floor.\r\n\r\n“There’s a lot of white, grey, black and brass, ” said Magon. “We wanted it to be modern but everlasting.” The renderings show a clean and sophisticated space, festooned in marble with an eye-catching field of three-dimensional white tulips hanging from the ceiling. The restaurant will have two private dining spaces and its own entrance from the two-story garage beneath Saks for functions outside of store hours.\r\n\r\nThe new Saks Fifth Avenue Houston will be inaugurated by a series of preview events, including a Houston Grand Opera VIP dinner on April 26 and a kickoff for M.D. Anderson’s 75 anniversary on April 27 in advance of the ribbon-cutting on April 28. All three events will feature British designer Erdem Moralioglu of Erdem—a favorite of Kate Middleton—in his first visit to Houston.\r\n\r\nLet’s just say, as spring awakenings go, this one is pretty big.\r\n\r\nOriginally published by <a href=\"http://www.houstoniamag.com/articles/2016/2/10/saks-fifth-avenue-rethinking-department-store\" target=\"_blank\">Houstonia Magazine</a>', 'Saks Fifth Avenue Is Radically Rethinking the Department Store', '', 'inherit', 'closed', 'closed', '', '2175-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2175, 'http://cbx.cappendev.com/2175-revision-v1', 0, 'revision', '', 0),
(3037, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue\'s Houston location is bigger than the first store established in the city, and gives greater focus on beauty and fragrance products.\r\nThe store\'s relocation in The Galleria in Houston was designed in partnership with CBX and boasts more than 20,000 square feet more than the previous store. It also features a 10022-SHOE department, according to a company press release. Additional designers are showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, is also featured.\r\n\r\n\"This store demonstrates our commitment to the important Houston market. It\'s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers — both current and new — in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,\" said MarcMetrick, president of Saks Fifth Avenue.\r\n\r\nThe store offers its Saks At Your Service to customers via a Mercedes-Benz Sprinter that will travel directly to a client\'s home, office or hotel room. Also, 51Fifteen Cuisine &amp; Cocktails serves lunch and dinner. A bar, Bar 12, wraps the staircase in the center of the first floor, the release said.\r\n\r\nOriginally published by <a href=\"http://www.retailcustomerexperience.com/news/saks-fifth-avenue-opens-revamped-houston-store/\" target=\"_blank\">Retail Customer Experience</a>', 'Saks Fifth Avenue opens revamped Houston store', '', 'inherit', 'closed', 'closed', '', '2185-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2185, 'http://cbx.cappendev.com/2185-revision-v1', 0, 'revision', '', 0),
(3038, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue has completed a major renovation of its Beverly Hills men’s store, creating what it calls a “stand-alone lifestyle store” under the name The Fifth Man.\nThe 54,000-square-foot, four-level unit on Wilshire Boulevard opened in 1995 in a landmark building that was designed by Timothy Pflueger and formerly housed an I. Magnin. The revamp includes several new designer shops, the largest men’s shoe presentation on the West Coast and a new underground home for denim and cocktails, called D-Bar.\n\n“The store has very beautiful bones,” said Tom Ott, senior vice president and general merchandise manager of men’s wear. When it opened, Saks “put in some shops and enhancements to make it more masculine. But the business has changed and we’re trying to create a wonderful store that caters to the Beverly Hills and California market and is not New York-centric.” Ott said the redesign was executed by Los Angeles-based designers to ensure it has “a local flair. Even though we’re a big national company, we pride ourselves on understanding and assorting for local markets.”\n\nArchitectural features include exposed ceilings, hand-distressed European white oak floors that lead customers through the selling floor, as well as sustainable composite flooring. It features furniture from Matter, Porro, Boffi NY and Julian Chichester, and custom fixtures designed with Amanueal, Van Stry and CBX.\n\nIn terms of merchandise, Ott said the first floor now offers “a big sportswear statement,” with new or renovated shops for Salvatore Ferragamo, Giorgio Armani and Brunello Cucinelli. “This sends a message of a more-casual lifestyle in Beverly Hills,” he said. “It’s still all about luxury, but it’s less serious.” He said a Zegna shop on the main floor will be renovated this spring.\n\n“And we’ve really enhanced our footwear presentation,” Ott continued. “We have 680 sku’s of shoes, which our intelligence tells us is the most pairs of men’s shoes on the West Coast. It flows from sneakers to fine dress shoes. There are sneakers for $100 to hand-made Kiton shoes in the high-$3,000s. And there’s a big statement in designer footwear. It’s very dramatic.”\n\nNewly added brands include Del Toro, Giuseppe Zanotti, Kiton, Louis Leeman, Martin Margiela, Pirelli and Riviera. Lanvin will be added to the mix in the future. The space is divided into three sections, one for classic brands such as Ferragamo, Rosetti and Pierre Corthay; one for designer brands including Gucci, Prada, Dior and Alexander McQueen, and one for contemporary brands such as Paul Smith, Vintage, Viktor &amp; Rolf and Marc Jacobs.\n\nThe shoe department opened last week, Ott said, and business is “off the charts. We’re trying to push the envelope so it’s not so predictable.”\n\nAlso on the main floor, the company is opening the first hard shop for the Saks Fifth Avenue Men’s Collection, a line that  has grown into the company’s largest men’s resource since its introduction in 2009. The 2,000-square-foot boutique has taken the space formerly devoted to shoes. Ott said the New York flagship will add a boutique for the collection over the summer.\n\nThe lower level is now home to the company’s assortment of denim collections and contemporary apparel. D-Bar was designed by California architecture and design firm Marmol Radziner and includes a lounge with an orange-felt-top pool table; a floor-to-ceiling, street-art-inspired mural by artist Karl Clay; boardwalk wood walls; a neon light installation; custom and found furniture in velvet and leather, as well as decorative lighting from Marmol Radziner, Organic Modernism, Pfeifer and Moooi. A John Allan’s Salon was added as well.\n\n“We really believe in the denim and contemporary business,” said Ott. “It’s been one of the fastest-growing categories for us over the last several years. This is our opportunity to take Beverly Hills to the next  level.”\n\nAmong the brands that are being offered are AG Adriano Goldschmied, Diesel, DL196, J Brand, Joe’s, Hudson, Nudie, Prps, Rag &amp; Bone, Seven For All Mankind and True Religion, as well as new offerings from up-and-coming Los Angeles-based designers such as Diana Keinejad. “There’s a lot of exclusive product,” he added. “The assortment will be different than the other stores, even New York.”\n\nOn the second floor, which is devoted to more-classic vendors, the store has introduced Charvet, redone the Armani clothing shop, is planning a renovation of the Zegna shop and will install a Kiton boutique. “This is the floor for the guy who is more suited up,” Ott said.\n\nThe third floor is now devoted exclusively to “pure designer” merchandise. “Without denim and contemporary there, the offering is more polished. We have a designer room like we do in New York and there’s a new Hugo Boss Red shop.” Other vendors on that floor include Burberry, Dsquared2 and Ralph Lauren Black Denim.\n\nIn its totality, the store is being called The Fifth Man, a tag line conceived by Terron Schaefer, executive vice president and chief marketing officer, that is short for The Saks Fifth Avenue Man. “It calls attention to us as a men’s store,” Ott said.\n\nAlthough the company declined to provide a volume figure for the store, Ott believes the renovation is “a great opportunity to showcase these brands.” He said the location in Beverly Hills is one of the “most competitive strips” in the country, with Neiman Marcus and Barneys New York flanking the unit. “We have to offer something new and unique,” he said. “So we’ll have the large brands we’re known for, but inject [the store] with some newness.”\n\nOtt declined to say if any of the concepts that are being unveiled in Los Angeles will be rolled out to other stores in the chain. Saks operates men’s-only stores in San Antonio, Boston, Chevy Chase, Md., Chicago and Palm Beach, Fla. He also declined to provide details on plans for the company’s men’s store on North Michigan Avenue in Chicago, which sources said is the next unit slated for a change. “Chicago will be one notch up,” Ott said. \n\n“\n\nThere are a lot of things out there for men’s in the next 12 to 18 months,” he added. “Men’s has outpaced growth [at the company] and Steve [Sadove, chief executive officer] and Ron [Frasch, president and chief merchant] are putting capital into men’s. We have a lot of great stores, but they were built in the Nineties. They stood the test of time but we’re updating them to do something fresh and unpredictable.”\n\nHe said that while the other upscale retailers are strong competitors, “our biggest competition is online. So to drive traffic to our stores, we have to create theater and a certain service standard for our customer. That’s our great differentiator.”\n\n&nbsp;\n\n<a href=\"http://www.wwd.com/menswear-news/retail-business/saks-revamps-beverly-hills-mens-store-6833449\" target=\"_blank\">http://www.wwd.com/menswear-news/retail-business/saks-revamps-beverly-hills-mens-store-6833449</a>', 'Saks Fifth Avenue Renovates Men\'s Store', '', 'inherit', 'closed', 'closed', '', '1905-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1905, 'http://cbx.cappendev.com/1905-revision-v1', 0, 'revision', '', 0),
(3039, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer the Personal Service Experience, bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room. 51Fifteen Restaurant &amp; Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published on <a href=\"http://www3.hbc.com/press-release-container/saks-fifth-avenue-unveils-plans-for-new-store-in-houston/\" target=\"_blank\">HBC.com</a>', 'Saks Fifth Avenue Unveils Plans for New Store in Houston', '', 'inherit', 'closed', 'closed', '', '2168-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2168, 'http://cbx.cappendev.com/2168-revision-v1', 0, 'revision', '', 0),
(3040, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '<strong>Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.</strong>\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer Saks At Your Service bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room.\r\n\r\n51Fifteen Restaurant &amp; Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar, Bar 12, will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published by <a href=\"http://beautyfashionfragrance.com/saks-fifth-avenue-unveils-plans-new-store-houston/\" target=\"_blank\">Beauty Fashion Fragrance</a>', 'Saks Fifth Avenue Unveils Plans For New Store In Houston', '', 'inherit', 'closed', 'closed', '', '2187-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2187, 'http://cbx.cappendev.com/2187-revision-v1', 0, 'revision', '', 0),
(3041, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '<strong>Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.</strong>\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer Saks At Your Service bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room.\r\n\r\n51Fifteen Restaurant &amp; Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar, Bar 12, will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published by <a title=\"beauty fashion fragrance\" href=\"http://beautyfashionfragrance.com/saks-fifth-avenue-unveils-plans-new-store-houston/\" target=\"_blank\">Beauty Fashion Fragrance</a>\r\nPhoto courtesy of Max Bolzonella', 'Saks Fifth Avenue Unveils Plans For New Store In Houston', '', 'inherit', 'closed', 'closed', '', '2199-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2199, 'http://cbx.cappendev.com/2199-revision-v1', 0, 'revision', '', 0),
(3042, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue recently unveiled its new flagship store in the Houston Galleria. The 200,000-sq.-ft. store was designed and planned in partnership with CBX, the New York-based brand agency and retail design consultancy.\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/04.jpg\"><img class=\"alignnone size-large wp-image-9869\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/04-1024x638.jpg\" alt=\"04\" width=\"1024\" height=\"638\" /></a>\r\n\r\nCBX created new design elements that complemented Saks’ current interior design concept for several key departments, including jewelry, women’s lingerie, and the second-largest beauty and fragrance department in the entire Saks’ portfolio.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/05.jpg\"><img class=\"alignnone size-large wp-image-9870\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/05-1024x683.jpg\" alt=\"05\" width=\"1024\" height=\"683\" /></a>\r\n\r\nSaks relocated to the prominent two-level anchor building from a smaller space at the mall, adding approximately 20,000 square feet to its footprint at The Galleria. This was the largest Saks project to date for CBX.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/07.jpg\"><img class=\"alignnone size-large wp-image-9872\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/07-1024x683.jpg\" alt=\"07\" width=\"1024\" height=\"683\" /></a>\r\n\r\nCBX designed the store’s escalator as a major focal point in the customer’s journey, highlighted by a white ceramic gold-leaf sculpture by Pascale Girardin that spans two stories.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/08.jpg\"><img class=\"alignnone size-large wp-image-9873\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/08-1024x734.jpg\" alt=\"08\" width=\"1024\" height=\"734\" /></a>\r\n\r\nThe women’s lingerie department projects a sultry, seductive feel created by soft, low ambient lighting and elliptical ceiling treatments. A sweeping glass curved wall divides the main sales floor from the fitting rooms to create an intimate and private shopping experience within.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/15.jpg\"><img class=\"alignnone size-large wp-image-9879\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/15-1024x689.jpg\" alt=\"15\" width=\"1024\" height=\"689\" /></a>\r\n\r\nCBX employed sculptural elements, like this chandelier in the Women\'s Collection.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/17.jpg\"><img class=\"alignnone size-large wp-image-9881\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/17-1024x647.jpg\" alt=\"17\" width=\"1024\" height=\"647\" /></a>\r\n\r\nThe enhanced Fifth Avenue Club, situated adjacent to the Women’s collection department, features eight private suites for customers to try on the latest collections with the assistance of their personal shoppers.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/20160426_114233.jpg\"><img class=\"alignnone size-large wp-image-9882\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/20160426_114233-1024x589.jpg\" alt=\"20160426_114233\" width=\"1024\" height=\"589\" /></a>\r\n\r\nThe Apothecary, a new department designed by CBX, serves as a backdrop to the expanded fragrance and beauty department. It features custom-made shelving with a unique, bracketed detail that allows for flexible merchandising and visualizing the product.\r\n\r\nOriginally published by <a title=\"design:retail\" href=\"http://www.designretailonline.com/galleries/large-format-mass-merchant/Saks-Fifth-Avenue-Houston-26291.shtml?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20Newsletter%20Template_061416%20(1)#5\" target=\"_blank\">design:retail</a>\r\nPhotos courtesy of Max Bolzonella', 'Saks Fifth Avenue, Houston', '', 'inherit', 'closed', 'closed', '', '2193-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2193, 'http://cbx.cappendev.com/2193-revision-v1', 0, 'revision', '', 0),
(3043, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue has relocated its store in Houston’s The Galleria, opening a larger space that offers the ultimate luxury department store experience.\r\nDesigned in partnership with CBX, the new Saks occupies approximately 200,000 sq. ft. on two shopping levels. In addition to an expanded merchandise selection, it houses the second largest beauty and fragrance department in the Saks portfolio, an enhanced Fifth Avenue Club with eight private shopping suites, and an outpost of a favorite local cocktail bar and restaurant. It also offers the company’s Saks at Your Service home-based personal shopping, styling and tailoring services.\r\n\r\nThe design inspiration is derived from mid-century, modern architectural principles, and features unexpected pops of colors and materials. Due to its massive size (more than twice the size of the average Saks), the store embodies unique architectural details and elements of surprise, including a dynamic sculptural staircase that appears as a ribbon dancing its way down from the second floor. An eclectic mix of found and custom furniture, fixtures, decorative lighting and accessories are found throughout the space, along with innovative, and sometimes non-conventional, hand-crafted and hand-applied materials and finishes.\r\n\r\nStore highlights include the lingerie department, which a new design concept that includes hand-folded and painted wall covering as well as a curved glass wall functioning as the mannequin display. The beauty and fragrance department has nine beauty shops and five fragrance shops, roofed with Pascale Girardin hanging porcelain sculptures, and covered with custom mosaic flooring from Sicis and Cesarstone countertops.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/07.jpg\"><img class=\"alignnone size-large wp-image-9872\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/07-1024x683.jpg\" alt=\"07\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/08.jpg\"><img class=\"alignnone size-large wp-image-9873\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/08-1024x734.jpg\" alt=\"08\" width=\"1024\" height=\"734\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/09.jpg\"><img class=\"alignnone size-large wp-image-9874\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/09-1024x683.jpg\" alt=\"09\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/12.jpg\"><img class=\"alignnone size-large wp-image-9877\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/12-1024x683.jpg\" alt=\"12\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/13.jpg\"><img class=\"alignnone size-large wp-image-9865\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/13-1024x683.jpg\" alt=\"13\" width=\"1024\" height=\"683\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/15.jpg\"><img class=\"alignnone size-large wp-image-9879\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/15-1024x689.jpg\" alt=\"15\" width=\"1024\" height=\"689\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/17.jpg\"><img class=\"alignnone size-large wp-image-9881\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/17-1024x647.jpg\" alt=\"17\" width=\"1024\" height=\"647\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/02.jpg\"><img class=\"alignnone size-large wp-image-9867\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/02-683x1024.jpg\" alt=\"02\" width=\"683\" height=\"1024\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/04.jpg\"><img class=\"alignnone size-large wp-image-9869\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/06/04-1024x638.jpg\" alt=\"04\" width=\"1024\" height=\"638\" /></a>\r\n\r\nOriginally published by <a title=\"Chain Store Age\" href=\"http://www.chainstoreage.com/article/saks-fifth-avenue-galleria-houston\" target=\"_blank\">Chain Store Age</a>\r\nPhotos courtesy of Max Bolzonella', 'Saks Fifth Avenue, The Galleria, Houston', '', 'inherit', 'closed', 'closed', '', '2192-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2192, 'http://cbx.cappendev.com/2192-revision-v1', 0, 'revision', '', 0),
(3044, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Created in collaboration with CBX (New York), the upper floors house the Fifth Avenue Man collection and the largest shoe assortment at any Saks to-date. Wound copper and stainless steel mesh material on the walls visually unites rooms. \"We wanted something with a little sparkle that could still feel raw and masculine,\" Harry Cunningham, svp store planning and design, says.\r\nRead more about the robust reinvention of the Beverly Hills Saks <a href=\"http://vmsd.com/content/robust-reinvention\" target=\"_blank\">here</a>.', 'Saks Fifth Avenue\'s Fifth Avenue Man/D-Bar takes VMSD\'s 2014 Retail Renovation of the Year', '', 'inherit', 'closed', 'closed', '', '1992-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1992, 'http://cbx.cappendev.com/1992-revision-v1', 0, 'revision', '', 0),
(3045, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Four-floor Wilshire Boulevard location is being called The Fifth Man.\r\nSaks Fifth Avenue (New York) has completed renovation of its men’s store on Wilshire Boulevard in Beverly Hills, Calif. It’s calling the 54,000-square-foot, four-level store The Fifth Man.\r\nRead more: <a href=\"http://vmsd.com/content/saks-renovates-its-beverly-hills-men-s-store\" target=\"_blank\">http://vmsd.com/content/saks-renovates-its-beverly-hills-men-s-store</a>', 'Saks Renovates its Beverly Hills Men’s Store', '', 'inherit', 'closed', 'closed', '', '1821-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1821, 'http://cbx.cappendev.com/1821-revision-v1', 0, 'revision', '', 0),
(3046, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'By Todd Maute:\r\nBrand-led strategy the right approach for retailers in the future  .\r\n\r\nFrom one perspective the news on private label could hardly be better. After all, product quality is much higher these days, and consumer perception has changed dramatically as well. Studies show that about two-thirds of shoppers believe private-label products are as good as the national brands.\r\n\r\n“Shoppers report feeling good about buying private label products,” notes a May 2012 report by Perception Research Services International. “Over half (51 percent) say they feel smart/savvy when they buy private label products; and very few – only 11 percent – say they feel self-conscious, with almost none – 3 percent – saying they feel embarrassed when doing so.\r\n\r\n”  Moreover, according to analysts with the research firm Mintel, today’s rosier perceptions “point to the potential for continued growth in private-label food sales and share.” Other observers cite the boost provided by tough economic times. Consumers, they note, are still trading down to private label in droves.\r\n\r\nBut let’s take a step back and look at the situation from a different perspective.\r\n\r\nWhen researchers still feel compelled to ask people whether they feel self-conscious or embarrassed about buying private-label brands, what does that say about the state of things? Regarding those statistics, imagine what would happen if somebody handed those numbers to a brand manager at, say, Coca-Cola. Odds are the executive would shout something along the lines of, “Oh my God! Only 70 percent of the people think our product is as good as Pepsi? Only half feel smart and savvy when they buy our brand? There are actually people who feel self-conscious or embarrassed when they walk up to the counter to buy a Coke! That’s terrible! This will not do!”\r\n\r\nAnd if economic doldrums have played such an outsized role in private label’s recent growth, what does this say about how well companies have positioned their brands in customers’ minds? Or better yet, are they actually positioning brands – or are they merely putting products out on the shelf?  Satisfaction no longer motivates. Those who market, manufacture and sell private-label products should be proud of progress, yet they should not be satisfied. Amid the ferocious competition in American retailing today, private label brands need to be aggressive. The goal should be to build consumer loyalty, provide a point of difference and, ultimately, drive profits – not just to beat national brands at their own game.\r\n\r\nAs private-label growth stabilizes and consumers tire of frugality for frugality’s sake, private-label brands will be under the gun to seek deeper connections with consumers. In 2009, one-third of adults said they expected to buy more private-label foods over the prior year, according to NPD Group. But in 2012 that number had dropped to one fourth, as the economy improved and national brands did more to fight back. The time is now to secure a better, more lasting perception in consumers’ minds and hearts.\r\n\r\nTo be sure, those merchants with the highest share of private-label sales – names such as Safeway, Wegmans, Kroger and Target – know how to create, market and merchandise brands with skill. But many retail companies are still fuzzy on the critical distinction between product-led and brand-led strategies.\r\n\r\nA typical approach to a product strategy may run something like this: Presented with a product to sell, the retailer evaluates its market sales potential, decides to include it in his category mix, and then says, “Now what brand should this go in? Do we have a brand that suits this? No? OK, then we’ll create another brand.”\r\n\r\nI’m exaggerating, but not too much.\r\n\r\nIn a brand-led strategy, by contrast, the retailer marries deep-dive market and customer analysis with a long-term vision that includes the customers the chain would like to have in the future, as well as the kind of image it would like to have in the market. The private-label strategy hinges on creating brands that serve all of these objectives. Some of the parameters of those brands might be related to quality, but the brand is not driven primarily by Individual product attributes.\r\n\r\nDuane Reade’s Good n’ Delish brand, created in partnership with CBX, is an example of how customer insights and desired positioning can drive brand development.\r\n\r\nHere, the Walgreen Co.-owned, New York City drugstore chain took a close look at its affluent customer base and identified a substantial opportunity to sell more premium food. Duane Reade knew its stores were in a very affluent marketplace and had a deep understanding of its customers and their preferences. Delish as a brand name offers a touch of urban slang that you would hear in New York City all the time. For Duane Reade, the positioning is all about New York living made easy. By offering a premium brand of food that New Yorkers could relate to, Duane Reade saw a surefire way to connect with its core customers. With each product addition to this brand – premium cookies, candies, pastas and more -- Duane Reade has been able to make this brand’s story come to life in its customers’ minds, a destination point that differentiated those stores from the competition.\r\n\r\nThis is an approach to private label in which brands are regarded as assets. Although Coca-Cola certainly has billions of dollars in factories, trucks and other physical assets, just think of the massive value of the Coke brand itself, which is the best-recognized brand on the planet.\r\n\r\nBy thinking about private label a bit differently – in other words, as a marketing tool versus a margin enhancer – retailers can set themselves apart, bolster shopper loyalty, improve price perception and boost their bottom lines through the higher gross margins these products deliver.\r\n\r\nThe best retailers think of their private-label vendors as partners, not as mere procurement sources. They work together to create a reason for customers to believe in a brand. They also merchandise with pride, and promote their brands as though they were national leaders – not lower-tier alternatives.\r\n\r\nWhen you really think about it, the statistics for private label are positive, yes, but should you be satisfied? I say “not.”\r\n\r\nBy taking a step back and thinking about things a little differently, retailers and manufacturers can take private label to the next level. The trick to staying ahead of the curve is easily summed up in a straightforward slogan: “Never be satisfied.”\r\n\r\n<a href=\"http://digital.bnpmedia.com/display_article.php?id=1217581\" target=\"_blank\">http://digital.bnpmedia.com/display_article.php?id=1217581</a>', 'Satisfaction No Longer Motivates', '', 'inherit', 'closed', 'closed', '', '1780-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1780, 'http://cbx.cappendev.com/1780-revision-v1', 0, 'revision', '', 0),
(3047, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '<p><strong>Veteran store design consultant Joseph Bona of CBX highlights 21st-century challengesas part of National Retail Federation panel</strong>\r\n\r\nNEW YORK (1/11/2010)—Store design has long been driven by the need to make the customer experience as compelling as possible. But in a society where shoppers can download Kindle bestsellers in a flash or shop on-the-go with iPhones and netbooks, today\'s retailers must rethink how they use design to drive traffic—and more importantly, boost sales—in brick-and-mortar stores, said Joseph Bona, President of the Retail Division at CBX, the strategic branding and retail design consultancy.\r\n\r\n\"Shoppers are redefining how the game is played,\" Bona said yesterday during \'The Power of Retail Design,\' a panel discussion at the National Retail Federation\'s 99th Annual Convention & Expo, in New York City. \"Yes, they still go to brick-and-mortar stores. But they are taking full advantage of high-tech tools that are powering up and evolving at a blistering pace. This puts the onus on designers to create extraordinarily compelling in-store experiences—experiences that are fully integrated with retailers\' brand identities, operational capabilities and the fast-changing behaviors and preferences of their core customers.\"\r\n\r\nSpeaking to an audience that included top retail executives, store designers and architects, Bona cited bold moves in store design that have enabled specialty retail and other chains to set themselves apart from their competitors. \"One example is Hollister,\" he noted. \"The teen apparel retailer changed the way people think about its stores by bucking the status quo at the mall. Instead of having floor-to-ceiling glass storefronts, Hollister actually \'boarded up,\' so to speak, and created cave-like entrances to its stores. This gave shoppers the sense that, simply by walking in, they were about to embark upon a distinct experience. The oversized photos of sexy models, meanwhile, provided a tantalizing suggestion that what could be found inside would be compelling.\" Skillfully executed, such game-changing approaches can work in any retail category, said Bona, who has worked with brands and stores on six continents in his 30-year career in store design. \"Our firm, for example, transformed Petro-Canada\'s Neighbours concept into something that looks and feels more like Panera Bread Co. than your typical convenience store,\" he said. \"The result actually changed shopper behavior and turned Neighbours into much more of a destination for planned purchases vs. impulse-driven purchases. Through design, Neighbours\' stores now have a warm-and-inviting atmosphere—a blend of both convenience and experience that calls to mind something between a corner store and a café.\"\r\n\r\nClear communication, too, is a critical component of effective in-store design, commented Bona. \"The in-store experience, of course, is also a key communication channel,\" he said. \"All of us in branding and design should keep in mind that shoppers today demand authentic and transparent messaging as never before. It\'s a bit of a backlash in the wake of the housing collapse, Wall Street bailouts and trends like green-washing.\"\r\n\r\nBona cited Patagonia as a brand that understands the importance of transparency. Shoppers who visit Patagonia.com can click on the image of any garment and read about its ecological upside, he noted, but they can also learn exactly what is not green about the product. \"For example, one pop-up info box on their Web site tells all about how the garment\'s down came from humanely raised geese and how its light shell is of recycled polyester,\" Bona explained. \"Under the heading \'The Bad,\' however, the site then explains that the zipper is treated with a synthetic chemical and is not recyclable. Patagonia is basically saying, \'We know this isn\'t perfect, but we\'re working on it.\'\"\r\n\r\nBona and his team seized an opportunity for such authentic communication when Freson Bros., a family-owned grocery chain with more than 50 years of history in northwestern Canada, asked CBX’s Retail Division to revamp its stores. The regional chain had been concerned about competition from Wal-Mart and other multinationals. \"If you go in Freson Bros.\' conference room, they have black-and-white photos literally lining the walls—a chronological history of the different generations in the business,\" Bona said. \"To this day, their customers know all the owners and managers of these stores on a first-name basis, and they know their customers just as well. That\'s something the competition cannot offer.\"\r\n\r\nBona\'s redesign for Freson Bros. highlighted this mom-and-pop feel. The CBX team literally took pages from the family\'s photo albums and integrated these sepia-toned images into the store redesign, hanging poster-sized portraits of company founders on the walls and integrating candid shots from early in the company\'s history into the signage. \"In the old original photographs, the managers wore bowties every day,\" Bona noted. \"Our new Freson Bros. logo has a little bowtie, too. It\'s a subtle thing, but all these cues, taken together, reinforce the brand and bring you back to a time when communities were more intact.\"\r\n\r\nAs important as it is to communicate effectively, craft compelling experiences and develop innovative retail concepts, Bona told the audience, such efforts must stay grounded in operational and budgetary realities. \"An integrated approach is what is required,\" Bona said. \"When you\'re looking to do a game-change—something totally new that actually changes consumer behavior—you have to make sure you have the internal capability to deliver.\" \r\n\r\nLikewise, store design should be about the customer experience rather than an abstract reflection of ethereal ideas about brand. \"Pressure is being created on all fronts—from traditional online shopping to retail-focused iPhone apps to the Amazon.com Kindle, and who knows what else in the future, \" Bona said. \"Today, store design is all about the end-user: \'How do we communicate from the exterior? How do people interact with and within the space? How do we communicate the point of difference we offer?’ Self-referential branding with an interior focus is a thing of the past.\"\r\n\r\nAs a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing, and consumer research. Well known for its work within the grocery, drugstore and convenience store-petroleum industries both domestically and internationally, CBX\'s Retail Division has a prolific portfolio spanning multinational and regional chains. With several key staff additions, it recently expanded its capabilities to service the specialty retail and department store sectors, with its team now working with a major American fashion chain.\r\n\r\nNew York-based CBX\'s Retail Division is exhibiting this week at the NRF convention\'s DESiGN STUDiO for Store Design and Visual Merchandising, a resource area for suppliers.</p>', 'Savvy Store Design in an Age of Instant Books And Endless \'Apps\'', '', 'inherit', 'closed', 'closed', '', '1622-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1622, 'http://cbx.cappendev.com/1622-revision-v1', 0, 'revision', '', 0);
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(3048, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/brow-zigs.jpg\"><img class=\"alignnone size-full wp-image-10346\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/brow-zigs.jpg\" alt=\"brow-zigs\" width=\"891\" height=\"900\" /></a>\r\n&nbsp;\r\n<p style=\"text-align: center;\"><em>Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously.</em></p>\r\n<strong>Women are looking for products and packaging that go beyond the tired clichés of femininity. CBX’ Allison Koller explains how brand owners can create more authentic packaging for female consumers.</strong>\r\n\r\nAllison Koller, Executive Creative Director of CBX, recently gave a TEDx talk on the clichés used in packaging for products geared toward women. Here she answers some questions on the topic and provides examples of how brand owners can convey a more authentic story.\r\n\r\n<strong>Packaging World:</strong>\r\n\r\n<strong>How do female stereotypes and clichés currently manifest themselves in retail product packaging and branding?</strong>\r\n\r\n<strong>Allison Koller:</strong>\r\n\r\nRepresentations of women in packaging and in store displays cue off many of the same clichéd codes present in advertising, where women are depicted as perfect, without flaws. This sets up an unrealistic standard, where women can’t get real. No sweat, no blemishes, no aging, perfectly run households—no individuals with real thoughts or feelings.\r\n\r\nCommon codes include: “Magic”—products that promise to make you flawless, or forget any challenges you may face; “The Ingenue”—an innocent (usually blonde) who never ages; “The Goddess”—either perfectly sculpted from a sweat-free workout or wearing a sparkling golden gown; “The Modern Miracle Mom”—house in order, dinner on the table, perfect birthday parties, blogging about it all; and “The Exotic”— an all too common representation of women of color as mysterious, sultry, or fiery.\r\n\r\nDesign language in packaging can quickly fall into shorthand to convey, “This is for a woman.” This includes graphic cues such as soft, pastel colors and curvy shapes, floral and butterfly motifs, and lace. It’s a singular idea of what femininity and being female should be, one that is outdated and infantilizing.\r\n\r\n<strong>You might say that some of these representations are aspirational. Why are they no longer relevant?</strong>\r\n\r\nThese codes for femininity do set an aspirational expectation. It’s just another place for women to measure up to a definition of “perfection.” Many women have moved on to set their own standard for beauty, for motherhood, and for being a professional. Brands that create a platform for their audience to be themselves are much more relevant than those that dictate a specific way of being.\r\n\r\n<strong>Do you think it’s something female consumers are conscious of? Are they looking for alternatives?</strong>\r\n\r\nClichéd codes often fade into the background. They are expected, so their impact is dulled. They’ve become just another beautiful face, or a perfect body selling something.\r\n\r\nFrom my experience listening to consumers in focus groups for a myriad of products made for women, yes, women are very open to something different, something outside the girlie cliché. In some cases they demand it.\r\n\r\nBased on the cultural impact of campaigns like Dove’s Real Beauty, Like a Girl from Always, and Under Armour’s I Will What I Want, and even the packaging for U by Kotex, the opportunity to present an alternative to the cliché is rich. These brands found a new way to address women in categories that previously upheld standards of perfection for women. What may have initially felt like a risk, turned out to reap great rewards.\r\n\r\n<strong>What are some examples of package designs that rely on these stereotypes?</strong>\r\n\r\nMany brands in the feminine and personal care categories continue to use clichéd codes for femininity in packaging design. They fall into the trap of “for woman = soft or pink,” as if we need to be reminded that “women like flowers” when we have our periods.\r\n\r\n<strong>How can brand owners convey more authentic messages to female consumers through their package design? What are some examples of brands that have successfully changed the story?</strong>\r\n\r\nPackaging is a perfect place to bring a brand’s tone of voice to life. From claims to romance copy, it is a platform to authentically connect with women. Paired with unexpected visual cues—ditch the pastels and flowers—a new story can emerge. A story where brands get real and cut her a break, or challenge her with new ideas. There are as many ways to say, “I’m for you,” as there are women out there. Be a coach in her success, a rebel in a tired category, someone that is infinitely relatable, not just a goddess or ingénue. Would a rebel show up to a protest wearing a gold ball gown? Ensuring authenticity is essential to your brand’s success.\r\n\r\nThere are excellent examples of brands that have found this authentic voice through packaging, sometimes in unexpected places, like beauty. Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously. Products like “fake up,” “benetint,” “high beam,” and “hello flawless” invite women in with humor, expressive patterns, and typography.\r\n\r\nBumble and Bumble hair care takes a similar approach to design through the use of distinctive patterns, textures, and copy for each product, which mirrors its inclusive portfolio for every hair type and styling goal.\r\n\r\nKY has expanded sexual wellness to include women’s pleasure, and has breakthrough packaging to match. Yours &amp; Mine is not shy about its purpose or impact at shelf.\r\n\r\nKind bars flipped the (female) nutritional bar category on its head, using a name and clean, linear graphics that convey the elemental nature of the product, not a feminine cliché. The brand has recently built on its success with the launch of STRONG, launched for women seeking some extra protein for their (warrior-like) workouts.\r\n\r\n<strong>Is there a still a place for traditional feminine visual cues, depending on the product?</strong>\r\n\r\nIt is difficult to argue against a gorgeous, perfectly styled mane of hair in the hair-care category, or some sparkle in oral care packaging. However, there are always opportunities to be more inclusive in depictions of what is an aspirational image.\r\n\r\n<em><a href=\"http://www.cbx.com/videos/allison-koller-at-ted/?utm_medium=Print&amp;utm_source=pwgoto\" target=\"_blank\">Watch a video of Koller’s TEDx talk.</a> </em>\r\n\r\nOriginally published by <a href=\"http://www.packworld.com/package-design/strategy/scrap-stale-female-cliches\" target=\"_blank\">Packaging World</a>\r\nPhoto courtesy of Packaging World', 'Scrap the stale female clichés', '', 'inherit', 'closed', 'closed', '', '2279-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2279, 'http://cbx.cappendev.com/2279-revision-v1', 0, 'revision', '', 0),
(3049, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1-150x150.jpg\" alt=\"\" title=\"JoeB_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1081\" /></a>By Joe Bona:\r\nLike novelists intent on creating lively protagonists, today’s retailers love to pen vivid descriptions of the all-important “core customer.” In all likelihood, you have heard or even given presentations that rely on this kind of language: “Her name is Cindy,” says the specialty store executive. “She’s 37, works in the insurance business and has 2.3 kids. Her husband, Dale, is an IT whiz. He hates going to the mall and has just started doing online shopping with his beloved iPad.” \r\n\r\nThis approach is popular for a reason. By leveraging in-depth data, retailers can figure out exactly what types of shoppers are most likely to make repeat purchases at their stores. Detailed composite characters like Cindy can then be used to help them shape more effective approaches to merchandising, marketing, branding and customer-service. And yet, in its single-minded focus on one type of shopper, the “core customer” concept tends to ignore one of today’s most prominent retail trends: channel-blurring.\r\n\r\nJust a few years ago, the retail business was characterized by bright lines between one sector and another: If a place had fueling stations and coolers full of drinks, you knew it was a convenience store. If it had a pharmacy and was located on its own corner, its core business was obviously to sell prescription and over-the-counter drugs. During this (relatively) stable era, the Walmarts and Costcos of the world were always out on the strip by themselves, and tenant lineups at regional malls were eminently predictable.\r\n\r\nThese formerly bright lines are fading fast. Channel-blurring is occurring to a remarkable degree in many sectors of the retail industry. Malls that once relied on upscale, fashion-forward tenant lineups are now welcoming the likes of Costco and Target to backfill vacated department store spaces. Walgreens, which has been looking more like a convenience store with each passing year, aims to put e-vehicle fueling stations in its parking lots, making that resemblance even more striking.\r\n\r\nConvenience stores, once known for that shriveled hot dog of indeterminate age, are transforming into something akin to a quick-serve restaurant, replete with cafés and prepared meals. Even Goodwill is cleaning up its stores and moving into nicer neighborhoods. And as retailers like Walmart broaden their appeal to more well-heeled shoppers, their counterparts on the luxury end are building outlet stores and wooing shoppers from lower tax brackets.\r\n\r\nSo what is happening here? When Wall Street and the housing bubble collapsed in 2008, consumers’ spending priorities shifted. Relatively affluent shoppers began checking out the likes of Walmart or Big Lots for the first time. Wine aficionados went to see if their favorite brands were cheaper at Costco, which they were. And landlords began welcoming extreme value retailers like Dollar Tree to centers that were once off limits to such tenants.\r\n\r\nThe net effect is that more retailers now understand that their stores are not necessarily for one type of person alone, no matter what name we give her. Indeed, cross-shopping among store formats and price-points is rare only among the very rich and the very poor. Cindy might be perfectly content to buy her husband an anniversary present at Nordstrom, but then hit T.J. Maxx for a small token of affection for one of her girlfriends. Thus, retailers would do well to think harder about how they can appeal to the heterogonous mix that is their customer base. Walmart did this by ramping up quality and cleanliness while preserving its emphasis on price. Duane Reade, the New York pharmacy chain, has done a fantastic job of reaching out to a broad array of shopper types using everything from organic foods to high-quality cosmetics. Department stores like Nordstrom are making lower-priced goods more visible in their stores, without skimping on atmosphere or top-notch customer service.\r\n\r\nIn the “new normal” of today’s economy, shoppers will continue to be circumspect about how they spend, and old channels will keep on blurring. This will make cookie-cutter approaches even more outdated. Embracing complexity -- or even, at times, paradox -- is a must. While your brand might have been founded on other attributes, it is still possible to introduce, say, more value or convenience. But it is also possible to lose credibility by being too heavy-handed with this approach. Your niche, in other words, still has to be your strength. Retailers who try too hard to be all things to all people can overreach, just as those who focus too much on an ideal “core customer” can miss valuable opportunities with the rest of us.\r\n\r\nAwareness of channel-blurring also will be more important for some retailers than others. Will a 19-year-old male be shopping at a women’s fashion retailer like Chico’s for any reason other than holidays or birthdays? Not likely. But for a wide variety of less-specialized retailers, it makes sense to see how innovative and creative you can be in broadening your appeal. Indeed, social networking and other technological tools make this more viable today than ever.\r\n\r\nAre we saying au revoir to Cindy, then? Not really. Instead, think of it as a bonjour! to all those new classes of customers who will be strolling into the store.</p> \r\n\r\n<a href=\"http://www.chainstoreage.com/article/seeing-past-‘core-customer’-channel-blurring-means-retailers-should-embrace-complexity-and-e\" target=\"_blank\">http://www.chainstoreage.com/article/seeing-past-‘core-customer’-channel-blurring-means-retailers-should-embrace-complexity-and-e</a>', 'Seeing past the ‘core customer’: Channel-blurring means retailers should embrace complexity -- and even paradox', '', 'inherit', 'closed', 'closed', '', '1557-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1557, 'http://cbx.cappendev.com/1557-revision-v1', 0, 'revision', '', 0),
(3050, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'By Satoru Wakeshima\nSo, you go through the long, arduous task of an agency selection process. “We’re not looking for just a great agency,” you say. “We’re looking for someone that will truly partner with us.”\nThe agencies go through a rigorous request-for-information (RFI) and request-for-proposal (RFP) process that involves lots of important people who have little time for this kind of thing, but “this will affect the future of our organization and our brands!” Then each agency is brought in to demonstrate how it is different, answer questions with all the right answers, and put on a show. Finally, you’ve found them—the agency you’ve been searching for. Great people, incredible talent, the right experience, and, thanks to procurement, a great price! You’re excited and they’re excited, too. “We love these guys! GREAT! (pause) Now, we can’t stand them.”\n\nUnfortunately, those quickly changing feelings are common. Why?\n\nLet’s look at how a partnership between an agency and a client compares to other partnerships in our lives.\n</br>\n<strong>1. Money Matters</strong>\n\nMost people don’t have to pay someone to be their friend, mate, or partner. Money makes a relationship awkward. But here’s the truth: The creative folks aren’t in it for the money. The money is a necessary means for people to be creative for a living. Creative people are motivated by the opportunity to do great work. We want the work to be great, not for our clients, but for us. Why is this important? Because to get the best work out of a creative agency, you have to get past any misconception that they’re out to get you. They’re not. A creative agency’s work is its calling card. The more successful the work, the better we look. The better we look, the better we feel.\n</br>\n<strong>2. Expertise and Experience Means Something</strong>\n\nThink about other relationships where your expectation is that the person you’re paying has specific expertise or experience—doctors, lawyers, mechanics, accountants, etc. These people “work for you,” but you’re likely to want to work with them because they’re trying to help you. You don’t usually tell a doctor or lawyer how to do their job because they’re experts. Are the folks in your agency experts in what they do? They should be. And didn’t you just go through a very rigorous process in hiring them?\n</br>\n<strong>3. Your Partner Wants to Help You</strong>\n\nHow is your relationship with your doctor different than your relationship with your gardener? You have a much more respectful relationship with someone who’s trying to help you solve bigger problems. There’s a lot more on the line when you’re dealing with your health or legal matters, than if your grass is cut too short. Your agency is trying to help you solve brand problems—that’s pretty important.\n</br>\n<strong>4. Respect One Another</strong>\n\nThere are also relationships where you’re paying someone to do something that you know how to do, but don’t really want to do, like cutting your lawn. Unfortunately, you’re not likely to show these people the same respect you would your doctor. (Truth.) But these people are likely to want to do a better job for you. Whether you’re asking your agency to help you with highly strategic, creative work, or maintenance work, you want them to feel like everyone’s on the same side. Because ultimately, you’re all working towards the same objective: great work.\n\nWe agency people are like puppy dogs; we want you to love us and we want to please you more than anything. Tell us you love us, treat us with love and respect, and we’ll bend over backwards for you. Hell, we’ll even give you extra work for free! Treat us like we’re on opposing sides and… well, we’re less likely to want to please you.\n\nYou don’t need to show your agency “who’s boss.” Trust me, we already know. Because without our clients, we have no business.\n</br>\n<strong>5. Good Partnerships Are Fair</strong>\n\nIn any partnership, there’s give and take. Each partner needs to feel like they’re getting something in return for what they’re giving. Like in any business partnership, there’s a value associated with time. If something requires a lot of time or needs to be done in a really short amount of time, it generally costs more. But being fair isn’t just about money. One of the most important factors in making either scenario work is the amount of your time you invest in setting your agency up to succeed. Your time in planning, preparing, organizing, gathering, and explaining will directly impact their performance.\n\nBeing fair also means being loyal. When you’re loyal in a relationship, it can prosper. Play the field, and the relationships become less meaningful. It’s common for clients to require their agencies to sign contracts that prohibit them from working with their direct competitors. But is that a commitment from both partners? Just like a person who dates too many people at the same time, gets a reputation, so can business partners. Just like in a good personal relationship, with commitment comes trust.\n</br>\n<strong>6. Trust Is Everything</strong>\n\nThe best partnerships are founded on trust. Trust is earned over time and demonstrated by actions. We typically enter a partnership cautiously—that’s natural. But just as agency needs to earn a client’s trust, clients can do things to earn an agency’s trust, whether by helping them communicate their perspective to senior leadership, working with them to secure more time for the project, or just truly listening to what they’re saying. Trust is what makes each partner feel like they’re on the same side.\n</br>\n<strong>7. Don’t Forget to Appreciate Your Partner</strong>\n\nI really appreciate great clients who exemplify the word “partnership,” and I let them know how much we appreciate their support. I tell them and I show them by treating their business like our business. Saying thanks, dropping a little love note, and showing your partner how much you appreciate them goes a long way. Don’t worry—you don’t need to remember birthdays or buy flowers. But like a good marriage, a good business partnership does take effort.\n\nSo in the end, the client and agency partnership is actually quite a lot like the other relationships in one’s life. There will be bumps in the road, walks in the park, celebrations, and sometimes tears along the way. But with the right partner, the work is worth it.\n</br>\nRead more: <a href=\"http://www.mpdailyfix.com/seven-things-marketers-need-to-know-about-agency-partnerships/\" target=\"_blank\">http://www.mpdailyfix.com/seven-things-marketers-need-to-know-about-agency-partnerships/</a>\n', 'Seven Things Marketers Need to Know About Agency Partnerships', '', 'inherit', 'closed', 'closed', '', '1870-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1870, 'http://cbx.cappendev.com/1870-revision-v1', 0, 'revision', '', 0),
(3051, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'By Sandra Creamer\r\nI’m a strong believer in the notion that brands – whether you’re talking about products or companies – should be “single-minded” about who they are. But what about social media, programmatic media buys and the proliferation of touch points created by the trend toward omni-channel marketing? Don’t you need to sacrifice the brevity and clarity of a single, overarching idea if you are to have any hope of coping with the complexity of today’s media environment? Not at all. The key is to take a more nuanced view of the challenge.\r\n\r\nFor starters, single-minded doesn’t mean a single benefit. Plenty of longstanding and popular brands tout their multifaceted upsides (see the popularity of “all-in-one” or “3-in-one” statements, etc.). At the same time, however, all of these brands can explain themselves with clear, simple words or a single, straightforward phrase. This enables them to stay focused whether the channel is TV, print, packaging, store displays or digital media. After all, competing for the attention of today’s multi-tasking, time-pressed, driven-to-distraction consumers requires nothing if not brevity and clarity. Effective marketing necessitates well-chosen language. And yet a great many clients still ask for the “kitchen-sink concept.” They seem to believe that appealing to a broad audience means explicitly stating everything you can think of about the brand’s upside. It’s very tempting, but according to experts, this approach always tests poorly with consumers; they get confused and don’t take away anything at all.\r\n\r\nCompanies like P&amp;G practically mandate that communication strategies have one idea that gets played out across all touch points to reinforce the main reason consumers should or will want to buy the product (they do a lot of testing to get there). Mega brand Tide launched Pods to great fanfare with a functional description on pack: “detergent + stain remover + brightener.” It’s an example of the 3-in-1 approach delivered in the context of a single-minded focus. Likewise, lucky number 7 appears across categories in P&amp;G products, including newer products like Pantene Age Defy, which “fights the 7 signs,” and Total Effects, which was one of the first brands to kick off the multiple benefit idea with 7-in-1 anti-aging. A third P&amp;G brand, Crest, relies on a modified approach: The new Sensi-Stop Strips have a simplified set of claims and benefits: 1 strip, 10 minutes, up to 1 month of protection. Lastly, Cover Girl, a P&amp;G color cosmetic brand, launched Lip Perfection lip color a couple of years ago with the marketing line “softer lips in 7 days.” To this day, Cover Girl continues to use the copy “create soft, smooth, beautiful lips in just 7 days” (there’s that 7 again). Imagine how easy it is to use this communication message across all touch points.\r\n\r\nWhat you see in the examples above is what I call “choicefulness,” applied at the brand level. But choicefulness also lives at a deeper level – in the brand’s DNA. While it is possible to be single-minded and still have broad appeal, this does not mean the brand should, in its earliest stages of development, be designed for the masses. Who hasn’t heard a marketing executive say “Well, we want to appeal to everyone.” We know. But how you get there is a different consideration. The Apple iPod, Starbucks and Target brands were not designed with everyone in mind. Eventually the crowds came, but at the beginning, more than likely each brand had an “aspirational design target” – a hypothetical composite person – in mind for the design. It makes sense that industry insiders believe that Apple engineers designed their products for themselves. It’s impossible to imagine that “Joe the Plumber” could have inspired Apple, high-end coffee or Target’s accessible high-end design idea. But what these brands did embrace was the principle of choicefulness – conveying multiple benefits without sacrificing the clarity of a single, overarching idea.\r\n\r\nThere are many reasons why corporate and individual brands don’t automatically apply the principle of choicefulness. First, it’s counterintuitive and paradoxical to believe successfully appealing to a broad market means designing for a non-majority. Second, it feels too simplistic, warranting defensive cries of “but we’re a large complex business/brand/offering.” In reality, neither complexity nor size actually matters. Just look at GE (“imagination at work”) and IBM (“smarter planet”). Another perceived barrier: that being choiceful will somehow “limit our future options.” And yet consumers don’t miss a beat when brands modify themselves over time. Amazon used to describe itself as “a retail bookseller that provides instant access to over 1.1 million books.” Today, Amazon “seeks to be Earth’s most customer-centric company.” This is definitive, memorable and clear.\r\n\r\nIf you are not choiceful in your strategy and design, you’ll have difficulty aligning on a whole host of branding tactics: including naming, messaging and design, to name a few. And it will be much more difficult to have a unique and ownable point of view across all touch points. But it certainly doesn’t have to be that way.\r\n\r\nRead the full article <a href=\"http://www.cpgmatters.com/Viewpoints1114.html\" target=\"_blank\">here</a>.', 'Should Brands Be Single-Minded in a Multi-Touch-Point World?', '', 'inherit', 'closed', 'closed', '', '2027-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2027, 'http://cbx.cappendev.com/2027-revision-v1', 0, 'revision', '', 0),
(3052, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<strong>At least six major brands ran ads during Super Bowl LI that addressed political or social issues such as immigration and gender equality.</strong>\r\nAt an average cost of $5 million per 30-second spot, those were some pretty expensive statements to make. Budweiser, Airbnb, 84 Lumber, Google Home, Audi, and Coca-Cola might have been lauded or jeered, depending on one\'s personal point of view, for delivering those messages, but did the brands get their money\'s worth?\r\n\r\nIt\'s a difficult question to answer, and it raises even more questions about if and when brands should speak out about policies or proposed laws, the challenges involved in doing so, and the risks of not speaking up on issues that are important to their customer base.\r\n\r\nOn a pragmatic marketing level, there is also the question of whether issue-oriented spots provide a worthwhile return on investment. The weekend after Super Bowl LI, <a href=\"https://www.youtube.com/watch?v=imUigBNF-TE&amp;feature=youtu.be\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Saturday Night Live</em></a> ran a skit depicting a fictitious ad pitch session for Cheetos that lampooned the agencies that create activist ads and the marketing managers who buy them. It was exaggerated and satirical, of course, but it likely had a lot of marketing folks talking about the underlying issues that Monday.\r\n\r\n\"When it comes to making public statements or actions about policies or laws, it\'s always important to connect it back to your brand purpose, mission, and values,\" suggests Dustin Longstreth, chief marketing and strategy officer at brand agency CBX. \"Public statements rooted in a clearly understood and demonstrated brand culture will be received as authentic, whether people agree with the statement itself or not.\"\r\n\r\nThat\'s exactly the approach embraced by outdoor apparel marketer Patagonia, which has a long history of activism, but always on behalf of causes closely aligned with its brand DNA. \"For us, when we speak out about issues, it\'s not about politics, it\'s about the values we hold dear,\" says Corley Kenna, director of global communications and public relations at Patagonia. \"We\'ve been speaking out about issues we care about — which are those having to do with our planet — really, since the company was founded. We feel compelled to respond when we believe that environmental issues are under threat or are being taken for granted, and that\'s how we make the decision on when to speak out.\"\r\n\r\nAuthenticity is a key tenet of Patagonia\'s strategy, and it\'s demonstrated by the brand\'s willingness to take action on important issues, not just talk about them. \"Right now, we find ourselves in the middle of a very interesting and important conversation about public land,\" Kenna relates. \"We are very much in the spotlight because we have said directly to the governor of Utah that if he doesn\'t stand up for public lands — and specifically for the Bear Ears National Monument — then we will not participate in the biggest trade show in the state,\" Kenna says, referring to July\'s Outdoor Retailer show.\r\n\r\nSo, is it always a good idea for a brand to take a public stand on issues it considers important? It depends. A majority of Americans (67 percent) do not think that brands and companies should publicly comment on politics, according to research conducted by CivicScience, a provider of marketing intelligence solutions. But there are significant exceptions related to target audience and brand identity. For example, those under the age of 18 are 84 percent more likely to say that brands should publicly comment on politics, and Millennials are 25 percent more likely to say the same. Baby Boomers, on the other hand, are 20 percent more likely to take the opposite position. An individual\'s view of a particular brand also plays a role. For instance, among consumers with a favorable view of Beats by Dr. Dre, 56 percent think brands and companies should publicly comment on politics, double the percentage of those with an unfavorable view of the brand.\r\n\r\nFiguring out if and when a brand should take a public stance on a political issue or a proposed law requires careful analysis, says Mark Mayer, a former Kraft Foods brand manager who is now a clinical assistant professor of marketing at Indiana University\'s Kelley School of Business. \"Brand equity largely exists in consumers\' minds. It\'s not something that is simply created and pushed at consumers, but rather it is largely made up of consumers\' knowledge, experiences, associations, and other dynamics, which aren\'t static but rather change over time. So if this protest or statement or other stance fits with consumers\' attitudes — and fits with the brand\'s personality and image — then there probably won\'t be a negative issue, and such actions might even be very positive in effect,\" he says.\r\n\r\nThese are hard decisions to make, so it\'s no surprise that many brands prefer to avoid taking a public stand on controversial issues. \"Commerce is downstream from culture; for every action, there is an initial impact and a backlash,\" says Bill Gullan, president at the branding agency Finch Brands. \"Brands need to consider the compelling business benefits of making a political statement — first, how the issue impacts employees and customers.\"\r\n\r\nCommenting on some of the Super Bowl ads, Gullan, who has a degree in political science, concludes that it was strategic for Airbnb to take a side on the issue of President Donald Trump\'s executive order banning travel from seven predominately Muslim countries because the company\'s stance is consistent with the sensibilities of its global traveler base and progressive leadership team. Conversely, Gullan points to one of the games\' automobile ads that took on the issue of the gender wage gap. \"While beautifully executed, [it] seems less appropriate,\" he says. \"It\'s tempting to jump on an issue that\'s important and on-trend, but it\'s essential to have credibility before making a statement.\"\r\n\r\nPatagonia\'s Kenna, who spent more than a decade in government and politics before joining the private sector, echoes Gullan\'s observation on that key point. \"There are plenty of issues around the world that we don\'t speak up on, but not because we don\'t care about them,\" she says. \"We are, I think, a credible source of information around environmental issues, so that\'s the place for us to speak out. There is a natural tie-in on those issues with our brand. I\'ve been exposed to a lot of companies that struggle with this very question, and it\'s been my experience that companies do best when they find an area that makes sense for them to speak out on, as opposed to trying to speak out on everything.\"\r\n\r\nOriginally published in <a href=\"http://www.ana.net/magazines/show/id/ana-2017-03-brand-activism?utm_medium=ana-social&amp;utm_source=twitter&amp;utm_campaign=mkc-ana_magazine-brand-activism-one170315\" target=\"_blank\" rel=\"noopener noreferrer\">ANA Magazine</a>\r\nPhoto courtesy of ANA Magazine', 'Should Brands Get Political?', '', 'inherit', 'closed', 'closed', '', '2290-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2290, 'http://cbx.cappendev.com/2290-revision-v1', 0, 'revision', '', 0),
(3053, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p>Retailers might not have the deep pockets of a consumer-packaged-goods giant. But a little creative thinking goes a long way. Consider the following tips — in no apparent order — when marketing your store brand products:\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PGSB0811_29.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PGSB0811_29.jpg\" alt=\"\" title=\"PGSB0811_29\" width=\"400\" height=\"334\" class=\"alignnone size-full wp-image-4958\" /></a>\r\n\r\n1. Don\'t just promote on price.\r\nA quality store brand product at a low price might be appealing to many consumers, but it isn\'t necessarily a strong differentiator.\r\n\r\n\"The most successful retailers use [their brands] to not only drive margin, but to provide a clear point of difference, help enhance the shopping experience, and — most importantly — provide customers with additional reason to come to your stores and buy more,\" says Andres Siefken, vice president of marketing with Daymon Worldwide, Stamford, Conn.\r\n\r\nBrad Hanna, senior vice president, consumer packaged goods, and group practice leader of Kansas City, Mo.-based Barkley, says the \"quality and value\" proposition is an entry point for many categories. Retailers such as Target, Costco, Trader Joe\'s, Whole Foods and Safeway have gone beyond this proposition and carried through the more \"vibrant, relevant and defined personality\" of their retail brands into their store brand products to better differentiate themselves in the market.\r\n\r\n2. Consider the category.\r\nStore brand penetration varies from category to category. Ergo, marketing strategies also must vary from category to category, says Todd Maute, a partner with New York-based CBX.\r\n\r\nFor example, an April study from Market Force Information of Boulder, Colo., found that more than 29 percent of survey participants never purchase private label cereal (citing taste as the primary reason), while only 4 percent never purchase own-brand milk.\r\n\r\nRetailers should effectively analyze data to determine the optimal private label product mix, Maute says. The insight also should be coupled with marketing strategies that vary from category to category.\r\n\r\n3. Use the shelf edge.\r\nMany experts believe that at least 70 percent of purchasing decisions are made in-store. For that reason, Jeff Weidauer, vice president of marketing and strategy for Vestcom, Little Rock, Ark., calls the shelf edge a store’s \"most valuable real estate\" for educating customers and promoting store brand items.\r\n\r\n\"It\'s the first place a shopper looks for information,\" he says, \"and it\'s the best bet for creating that all-important connection that makes her choose the product off the shelf.\"\r\n\r\nAnd don\'t forget about placing quick response (QR) codes on the shelf edge. By taking a picture of a QR code with a smartphone, consumers are directed to a website containing product information that might not fit on packaging or a shelf edge.\r\n\r\n4. Get creative with displays.\r\nThe private label industry has seen a push toward creative point-of-purchase (POP) formats that feature innovative, multi-dimensional and 3D visuals that really grab consumer attention, says Kathy Calta, chief marketing officer for Baltimore-based Vertis Communications.\r\n\r\n\"Mixing textures like fabric, wood, aluminum and metal is another trend retailers are using with their displays to promote store brands,\" she says.\r\n\r\nRetailers also could use window clings and creative shades or blinds, Calta adds. And when integrating a brand\'s message on POP displays, it is important to think regionally — in terms of both geography and ethnicity — so messages are versioned appropriately.\r\n\r\n5. Be consistent.\r\nIn packaging, visual quality and consistency — in terms of both color and content — are two key attributes that impact a brand\'s value and affect the way consumers view and select products, Vertis\' Calta says. Both help tie store brand products together.\r\n\r\n\"To make a store brand easily recognizable on shelves, it\'s important that the colors and images on a can of soup are consistent with those on [a] bag of chips,\" she says.\r\n\r\nVertis recently began using customer insight to develop packaging concepts for Sunflower Farmers Market\'s own-brand products. The concepts — which go across a variety of product substrates — feature colors, imagery and designs that convey the attributes of the brand that resonate most with consumers.\r\n\r\n6. Encourage exploration.\r\nThe retailer has the power to create a shopping experience that motivates clients to explore, says Greg Feinberg, president of the Los Angeles-based Aisle 9 Group.\r\n\r\n\"The retailer also has the power to place its products in optimal areas where they will be picked up,\" he points out. \"Remember: Once a product is picked up by a consumer, there is an 80 percent chance that they will buy it.\"\r\n\r\nMike Taylor, executive director, brand strategy and research for Dayton, Ohio-based Interbrand, says his company\'s research shows that consumers consider every shopping experience to be a journey.\r\n\r\nTo create an enjoyable journey, Taylor says retailers should let their store brands be trail markers. Retailers could place them in areas that \"surprise and delight consumers\" every time they walk into the store and down an aisle, with one \"marker\" leading to another.\r\n\r\n7. Create a demo program.\r\nIn-store sampling not only impacts day-of sales, but also impacts sales for many weeks following. An August 2009 study from research firm Knowledge Networks-PDI, Menlo Park, Calif., found that items sampled in-store in multiple categories showed an average 475 percent cumulative sales lift on the day of the event. What\'s more, over the course of a 20-week period, the sampled items saw an average cumulative sales lift of 74 percent.\r\n\r\nThe study also found that in-store sampling drives repeat purchases and sales of existing products and line extensions.\r\n\r\n8. Promote outside the store. \r\nMost purchase decisions are made in-store, but don\'t discount the importance of engaging consumers outside those four walls. Rich Simon, managing partner with Boomerang Brands, Westmont, Ill., says every retailer has a captive audience for its store brands. But rarely does one see a retailer promoting its brands outside of the store.\r\n\r\n\"Retailers must look at the daily lives of their iconic customers and promote their store brands where they work, work out and receive their local news,\" Simon adds.\r\n\r\nHe goes on to say that retailers have the opportunity to promote their store brands through targeted advertising via print (local newspapers and mailers), health-focused events (local 5K runs and amateur sports) and social media.\r\n\r\n9. Think big picture. \r\nA store brand represents its owner, taking on its personality and visual identity. Therefore, it is important to know the attributes consumers find most appealing about the retailer and use them during every step — from product development to marketing.\r\n\r\n\"Many retailers have vibrant and relevant retail brands, but they are missing an opportunity to push the equities of their retail brand into the equity of their private brands,\" says Barkley\'s Hanna.\r\n\r\n10. Use excess space. \r\nIn the May issue of its Competitive Edge (titled \"My Store Is Too Big — What Do I Do With the Extra Space?), Barrington, Ill.-based retail consultancy Willard Bishop says the most efficient store size is approximately 40,000 square feet — nearly 25 percent smaller than most grocery stores are today. That extra space could be dedicated to destination or signature categories, thus providing customers with a unique shopping experience.\r\n\r\n<a href=\"http://www.plstorebrands.com/print-article-shout_it_out-2139.html\" target=\"_blank\">http://www.plstorebrands.com/print-article-shout_it_out-2139.html</a>', 'Shout it Out', '', 'inherit', 'closed', 'closed', '', '1750-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1750, 'http://cbx.cappendev.com/1750-revision-v1', 0, 'revision', '', 0),
(3054, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'I recall a business meeting where my team hosted 20 colleagues from Japan. At the end of the meeting, each and every one of our guests twisted the cap back onto his soda bottle and placed it in his bag. I had noticed cultural differences via greetings and meeting behaviors throughout the day. This action, however, transcended customs and geographies and I realized in that moment that appreciation for beauty and art is a universal human trait. These people “liked” this showstopper packaging design and decided to keep it. These particular bottles were the streamlined metal <a href=\"http://www.coca-colacompany.com/\" target=\"_blank\">Coke and Diet Coke bottles</a>, and would undoubtedly be put on display when they returned home.\r\nHistorically, consumers held onto packaging only if it served a functional purpose. Cigar boxes, coffee tins and <a href=\"http://www.quakeroats.com/\" target=\"_blank\">Quaker Oats</a> canisters were repurposed as storage or toys. They ended up sticking around for days, months or years as subtle reminders of the brand. Growing up, I can remember having <a href=\"http://www.folgerscoffee.com/\" target=\"_blank\">Folgers</a> cans in our basement filled with nuts and bolts. The Container Store wasn’t ubiquitous in the 80s, so my dad improvised. As a result, I will never forget those Folgers cans.\r\n\r\nFunctionality will keep an old package around. Creating something that consumers find beautiful enough to hold onto is another. There are two major benefits to showstopper packaging.\r\n\r\nThe first is impressions. Traditional advertising is on the decline, social media is on the rise and brands around the world are challenged to connect with consumers in unique and personal ways. Showstopper packaging delivers strong, personal impressions over and over again. When you pick up a pack, that’s an impression. When you eat or drink the product, that’s an impression. And when you display the pack, you get a new impression every time somebody so much as glances at it. That’s as good as advertising. I’d like to go so far as to say “free advertising,” but it’s not free. It costs money to design and produce showstopper packaging. These impressions, while small in scale, are so valuable because they reach the unreachable to manufacturers: homes and offices.\r\n\r\nThe second major benefit is creating incremental sales. With showstopper packaging, consumers may choose to buy an item just to keep, use or display and still buy a separate package to consume. Any kind of olive oil sold at Williams Sonoma is an example of this. These packages work hard to show off the beauty of the product, and as a result double as decoration. If a consumer wants to display it and consume it, he or she will need to buy two. This is a huge win for brands, and one that the post office has been pulling off for years by encouraging people to collect stamps. Showstopper packaging also reaches a subset of people who wouldn’t ordinarily buy a particular product. If a pack is notable, they may be inclined to purchase it as a gift or put it on display, resulting in even more incremental sales.\r\n\r\nThere are many benefits to packaging that consumers want to keep and all are linked to sales.\r\n\r\nFor new food and beverage brands, great packaging is needed to stand out on the shelf. So much has been done before with form, substrate and graphics. To enter the crowded vodka market, <a href=\"http://crystalheadvodka.com/en/age_check\" target=\"_blank\">Crystal Head Vodka</a> designed a glass skull. These bottles were undoubtedly designed to grab attention and give consumers something interesting to display at home. New brands can also use showstopper packaging to create the perception that their brand and product has value.\r\n\r\nFor existing brands, showstopper packaging can be used to make news and cause people to pause for a second look. Many brands take advantage of licensing partnerships, throwback designs, designer series or sports team themed seasonal packaging. A strategy like this will certainly get people to take notice, but doesn’t necessarily convey a sense of increased value that showstopper packaging does. <a href=\"http://www.millerhighlife.com/av?url=http://www.millerhighlife.com/\" target=\"_blank\">Miller High Life</a> recently commissioned a designer series, but there were very few variations and multi-pack cases did not carry the variety. Thirty of the same doesn’t say “special.”\r\n\r\nThe way to create a showstopper package for food and beverage is to create something that people want to hold in their hand and put on display. They need badge value. They need to be cool — like the metal coke bottles that my Japanese colleagues carried home with them. And even more so, like the original coke bottles: showstoppers.\r\n\r\nOriginally published in <a href=\"http://smartblogs.com/food-and-beverage/2015/09/23/showstopper-packaging-the-power-of-a-bottle/\" target=\"_blank\">Smartblogs</a>.\r\n\r\nPhoto courtesy of <a href=\"http://www.coca-colacompany.com/press-center/image-library/aluminum-bottles\" target=\"_blank\">Coca-Cola</a>.', 'Showstopper Packaging: the Power of a Bottle', '', 'inherit', 'closed', 'closed', '', '2137-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2137, 'http://cbx.cappendev.com/2137-revision-v1', 0, 'revision', '', 0);
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(3055, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/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\nMore than two months later, we still haven\'t forgotten the images of Haiti being reduced to rubble in the worst catastrophe in its 200-year-old history. But with the devastation in Haiti--and in the aftermath of Chile\'s worst earthquake in over 40 years--we have also witnessed unprecedented support from private and governmental agencies, religious groups of all denominations, and international relief organizations from around the world. In the United States alone, the American Red Cross generated nearly $30 million in two weeks after setting up its $10 text-message donation system for Haiti.\r\n\r\nAs we\'ve seen in Haiti and Chile the logos of disaster relief agencies must also work harder than most other logos. Due to the fact that they\'re used in a variety of foreign countries and by people who speak many different languages, they need to communicate a singular idea that\'s easily recognizable, even if the name attached isn\'t instantly understood. Since they\'re used in the field with less-than-optimal graphic conditions, these logos need to make sure they can be readily reproduced on a large scale and across all mediums. And since disaster relief logos are often used as landmarks for aid in infrastructurally-damaged areas, they must use a vivid color scheme that will stand out against any background.\r\n\r\nWhen we think of disaster relief and humanitarian organizations, which come to mind first and why? How effective and memorable are their identities?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/ER_RedCrossLogo.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/ER_RedCrossLogo.jpg\" alt=\"\" title=\"ER_RedCrossLogo\" width=\"270\" height=\"270\" class=\"alignnone size-full wp-image-631\" /></a>\r\n\r\nThe Red Cross/American Red Cross is the neutral worldwide organization dedicated to humanitarian interests and the prevention of human suffering. The visual effectiveness of its logo is centered on a simply colored shape, transcending language barriers and making it one of the most widely recognized symbols on the planet, synonymous with mercy and charity.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/care_logo.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/care_logo.jpg\" alt=\"\" title=\"care_logo\" width=\"166\" height=\"200\" class=\"alignnone size-full wp-image-632\" /></a>\r\n\r\nCARE serves individuals and families in the poorest communities of the world. Drawing strength from its global diversity, resources, and experience, CARE promotes innovative solutions and advocates global responsibility. The warm color palette evokes a sense of positivism and compassion, and the hands forming a circular shape create an unmistakable, universal symbol of partnership and cooperation. The lower case lettering suggests approachability, access, and friendliness. It is easy to scale up and down and has great visibility from a distance.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/unicef_logo.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/unicef_logo.jpg\" alt=\"\" title=\"unicef_logo\" width=\"200\" height=\"200\" class=\"alignnone size-full wp-image-633\" /></a>\r\n\r\nUNICEF is mandated by the United Nations General Assembly to advocate for the protection of children\'s rights--to help meet their basic needs and to expand their opportunities to reach their full potential. The UNICEF logo benefits enormously from the fact that it is based on the United Nations logo, which is highly recognized and afforded immediate legitimacy all over the world. It could be improved slightly by sharpening the mother/child silhouettes or transforming these images to seem more life-like.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/DWB-logo.gif\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/DWB-logo.gif\" alt=\"\" title=\"DWB-logo\" width=\"600\" height=\"193\" class=\"alignnone size-full wp-image-634\" /></a>\r\n\r\nThese logos, for the most part, work. But I as I surveyed disaster relief logos in action throughout the many photos of Haiti and Chile, I was struck by the poor graphic presence of Doctors Without Borders (or Médicins Sans Frontières). The international medical humanitarian group is a neutral organization that provides aid to people whose survival is threatened by violence and neglect due to armed conflict, epidemics, malnutrition, or natural disasters. But even with its very bold mission this is an example of a disaster relief organization badly in need of a new identity to communicate its cause.\r\n\r\nWhile the coarse and sketch-like nature effectively communicates the often incredible and daring endeavors of the organization, the image is still vague and confusing. While Doctors Without Borders has not asked for our help, CBX decided to show how a new logo could provide an improved image reflective of its international, global mission.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/MSF_DWB_concept_CBX.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/MSF_DWB_concept_CBX.jpg\" alt=\"\" title=\"MSF_DWB_concept_CBX\" width=\"620\" height=\"620\" class=\"alignnone size-full wp-image-635\" /></a>\r\n\r\nTo create something much more effective, we started by communicating a singular idea in a much simpler way by using a symbol with a medical connotation that also suggests freedom of movement to convey the \"without borders\" aspect of the organization.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/MSF_DWB_flag_concept.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/MSF_DWB_flag_concept.jpg\" alt=\"\" title=\"MSF_DWB_flag_concept\" width=\"620\" height=\"485\" class=\"alignnone size-full wp-image-636\" /></a>\r\n\r\nWe chose a dove for its peace symbolism but also to illustrate that doctors should be free (as birds) to cross borders. Instead of the traditional olive branch, we picked a stethoscope that symbolizes medical relief--it\'s a concept that easily communicates what to expect wherever that logo will be found.\r\n\r\nFinally, this color spectrum illustrates that Doctors Without Borders will help people of all nationalities. But we also chose this rainbow of colors for its bright, hopeful feeling. At the very least, a disaster relief logo might be able to provide a small moment of optimism in an otherwise devastating environment.</p>\r\n\r\n\r\n<a href=\"http://www.fastcompany.com/1600702/sign-humanitarian-relief-anyone-can-understand\" target=\"_blank\">http://www.fastcompany.com/1600702/sign-humanitarian-relief-anyone-can-understand\r\n</a>', 'Sign of Humanitarian Relief That Anyone Can Understand', '', 'inherit', 'closed', 'closed', '', '1569-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1569, 'http://cbx.cappendev.com/1569-revision-v1', 0, 'revision', '', 0),
(3056, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<strong>Don’t let tight quarters deter your sales</strong>\r\nCharm meets functionality at Nomad’s Pizza in Hopewell, New Jersey. This 600-square-foot historic carriage house has been transformed into a cozy European-style eatery. And despite its size, it’s packing a punch for owner Tom Grim’s bottom line.\r\n\r\nAverage wait times for a table on a busy night: Two hours. And people do wait.\r\n\r\n“We have three places, and this one is the most profitable,” Grim says. “The others are bigger with kitchens. We’re able to focus, and we don’t have the whole kitchen staff to worry about. We make pizza and salads and are very efficient.”\r\n\r\nJames Sundstad understands why Grim has found success in a small space. Several years ago he was part of the team tasked with developing Starbucks’ new “express” stores, recreating the Starbucks experience in 400 to 500 square feet. His team worked on a “mock” store at Starbucks headquarters to find a formula for operating in a limited space. Sundstad is now vice president of branded environments at CBX, a retail design consultancy.\r\n\r\n“It comes down to honing your operation to make it functional and have a good customer experience,” Sundstad says.\r\n\r\nHere are ways to maximize your space for your customers’ happiness and your profitability:\r\n\r\n<strong>Study and understand how your customers move\r\n</strong>Think about the “journey” into your small space from their standpoint, Sundstad says. Choose a table, sit at it and then watch customers to see how they’re “flowing.” Is there a path for wait staff to deliver food without crashing into customers?\r\n\r\n“If you handle velocity in a way that benefits the customer, and wait lines are not long, you can increase sales,” he says.\r\n\r\n<strong>Vary seating to play with the sense of scale</strong>\r\nUsually with a smaller space, people think they can only fit “so many tables,” Sundstad says. Get creative with a mix of table heights and sizes –– a large community table, lower seating, bar seating, a counter by the window or even an “armchair nook” with two plush chairs facing each other in a corner. It makes the more space engaging, and the more variation, the better. “One level of low seating consumes space,” he says.\r\n\r\nJim Jacobs, owner of Pisanello’s Pizza in Mount Pleasant, Michigan, knocked down a wall in his shopping center to expand the restaurant in 2014. He nearly doubled the space from 50 seats to about 90.\r\n\r\nBut before that, seating was at a premium. The place had become incredibly popular after he added a buffet lunch service. To accommodate the lunch crowd, Jacobs built a bench along the length of one wall and placed tables in front of it. “They can be shoved together for whatever size you want –– two or 20 people,” he says.\r\n\r\nA combination of tables and booths, with Jacobs’ personal woodworking touch, created a warm and eclectic space. “I made 80 percent of the table tops out of a local red oak board that I bought at a saw mill. Plus, I took some old maple top butcher block tables that we used for prep tables in the back, and I sanded those down and varnished them, and we use those for table tops now,” he says.\r\n\r\n<strong>Create ambiance in tight quarters with light and sound\r\n</strong>Jeff Pond is former owner of A4 Pizza, a 1,200-square-foot restaurant in Somerville, Massachusetts. He had to shutter A4 due to an August 2015 fire.\r\n\r\nBut one thing he learned about interior design from the A4 experience is that soft lighting provided depth to the dining experience.\r\n\r\n“Our kitchen was in the same room. We had a wood fired oven that centered the room, and it was the only prep and cooking area. You came in, and it was wide open, and you saw everything that was happening. The ambience was warm by nature,” he says.\r\n\r\nPond has bounced back and is constructing two new restaurants, scheduled to open in September and October. But he misses his cozy space at A4.\r\n\r\n“The upside to the small space is that the energy is fantastic,” he says. “You get just 10 to 12 people in the room, the energy changes. If you put them in a 200-seat restaurant, it’s different.”\r\n\r\nNoise definitely plays into ambience, Sundstad agrees. Keep in mind that hard surfaces add to the acoustics of a small space. If you want diners to linger, incorporate textiles and soft background music.\r\n\r\n“The core question to all of these elements is, how long do you want customers to stay? Or do you want them to get their stuff and get out? What are you encouraging them to do? If you do a high volume business, it’s less about sit-down service,” he says.\r\n\r\n<strong>Stick with simple and savory\r\n</strong>While working on the express stores at Starbucks, Sundstad and his team pared down product offerings so that baristas could efficiently serve the most popular drinks in a tiny space. “We’d get the 20 different syrups and choose the top six that people use and decided what we could offer. For example, we knew we couldn’t do blended drinks but other things,” he says.\r\n\r\nSimilarly, apply the “keep it simple” rule to your pizzeria.\r\n\r\n“The only thing we cook is the pizza,” Grim says. “We have no kitchen or hood or fryer, or any of that stuff. We have a salad station. Anything that needs to be cooked, we cook in the oven. There’s no stove. Just the pizza.”\r\n\r\n<strong>Fun waiting in a small space</strong>\r\nAt tiny Nomad’s on a busy night, owner Tom Grim ensures the time passes as quickly as possible. “We have a beautiful garden area, and people hang out and drink wine. They bring their own wine (in New Jersey, any restaurant can do that), and people love it,” he says.\r\n\r\nGrim also uses an app service called Nowait, a text message waitlist system. “People leave their number, walk around, and Nowait texts them when their table’s ready,” he says.\r\n\r\nIn a pinch, chalkboards also work for waits at small restaurants, says Jeff Pond, former owner of A4.\r\n\r\n“We took a pillar in the front area, made a chalkboard and had a running wait list. We didn’t take reservations and only sat 36 people. You could see how far along you were on the list,” he says.\r\n\r\nOriginally published by <a href=\"http://www.pizzatoday.com/departments/front-of-the-house/small-spaces-big-profits/\" target=\"_blank\">Pizza Today</a>\r\nPhoto courtesy of <a href=\"http://www.pizzatoday.com/departments/front-of-the-house/small-spaces-big-profits/\" target=\"_blank\">Pizza Today</a>', 'Small Spaces, Big Profits', '', 'inherit', 'closed', 'closed', '', '2189-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2189, 'http://cbx.cappendev.com/2189-revision-v1', 0, 'revision', '', 0),
(3057, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<strong>Leveraging Their Talent for Providing Customer Service and Developing Innovative New Concepts Can Help Brick-and-Mortar Merchants Cultivate the Older Populations, CBX Executive Writes.</strong>\r\nWhile lower prices and broader assortments of merchandise will continue to give Internet retailers a leg up on their brick-and-mortar counterparts, the latter can thrive by using customer service and innovative new concepts to cater to the growing senior citizen market, writes Crosby Renwick, Executive Director of Strategy at brand agency and retail design consultancy CBX, in a guest commentary that appeared in late October on www.chainstoreage.com, a retail management publication.\r\n\r\n\"The prognosticators all say the same thing: What little growth there will be in consumer spending over the next five years is mostly going to happen online,\" writes the veteran marketing executive. \"But the bricks and mortar model can start winning again by leveraging its natural talent with the changing conditions\" -- the graying of the American marketplace.\r\n\r\nIn the column, titled, \"Advantage: Retail,\" Renwick notes that retailers may perceive the increasing number of older Americans as a disadvantage to their business because these consumers do not spend as much money on goods as their younger counterparts. However, senior citizens do buy services. Brick-and-mortar retailers are in an ideal position to leverage their natural talent to provide these services, in turn distinguishing themselves from merchants that only conduct business online.\r\n\r\n\"Haven\'t bricks and mortar retailers been in the service business all along?\" Renwick asks. \"Especially mom-and-pop stores, who buy, edit, arrange, display and demonstrate an array of products while bringing them close to the customers. That\'s service. It\'s a natural talent missing from the Internet; you can\'t click and order services. Services most likely require in-person experiences within bricks and mortar.\"\r\n\r\n\"The explosive growth of the senior population brings with it opportunities that go well beyond storefront medical and insurance services,\" he notes, outlining several concepts that can be employed to fill vacancies in malls, strip centers and business districts. These include storefront \"Senior Social Clubs\" complete with gyms, reading and art programs, wood shops, talent shows, and other features intended to bring together like-minded individuals. Although services of this type could be placed in church basements and other locations off Main Street, being in the center of everything, with retail locations, ensures maximum visibility, Renwick contends.\r\n\r\nAnother option are service-driven integrative pharmacies that stock naturopathic (plant-based) remedies as well as Western pharmaceuticals, and concentrate on the pharmaceutical side of the business, \"All the big drug chains turned themselves into convenience stores in the past 20 years,\" Renwick writes. \"Pharmacy is still a major part of their business, but nobody specializes in it anymore. And, what a giant, dependable business it is. Indeed, the elderly average six prescriptions per person, to be taken every day for the rest of their lives.\"\r\n\r\nRenwick also advocates the launch of \"senior living superstores\" targeted towards individuals over 50 years of age. He describes these stores as \"one-stop emporiums\" whose merchandise mix would include all the items necessary for modifying a home to accommodate older residents (e.g., grab bars, motion-sensitive lighting and chair lifts). Shoppers could also arrange for home-modification services, like elevator installation. Related products, such as large-print books and invisible hearing aids, would be available as well. \"Today, the only retail place where you can access even a modest assortment of these products is a hospital supply store,\" Renwick writes. \"It\'s probably located on the wrong side of town, it\'s grey, badly lighted and there\'s a wheelchair and toilet seat in the window -- and probably a dirty window, to boot.\"\r\n\r\nRenwick notes that touting low prices on commodities is the only arena in which Internet retailers triumph over brick-and-mortar retailers. \"Who wants to be in that business anyway?\" he writes in the conclusion to the piece. \"Let\'s apply what retail really already does better -- servicing its clientele -- and focus those services on the exploding aging population.\"\r\n\r\nThe full article is available at: <a href=\"http://chainstoreage.com/article/advantage-retail?ad=exclusives-analysis. \" target=\"_blank\">http://chainstoreage.com/article/advantage-retail?ad=exclusives-analysis. </a>', 'Smart Retailers Target Seniors With Service', '', 'inherit', 'closed', 'closed', '', '1886-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1886, 'http://cbx.cappendev.com/1886-revision-v1', 0, 'revision', '', 0),
(3058, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p><strong>Scotts creates a no-mess, no-guesswork lawn spreader that works with pouched lawn-care products that snap into place and provide controlled-flow dispensing.</strong>\r\nThe Scotts Co. has stirred up a stagnant lawn-care product category with a new lawn spreader system featuring a custom pouch with fitment that becomes an integral part of the product-dispensing process. The Scotts Snap cartridge spreader system with complementary Scotts Snap-Pac pouches, engineered in-house with assistance from a design firm, provides a no-mess, no-guesswork lawn-care option for consumers with smaller lawn sizes—4,000 sq ft or less—and for those looking for a more convenient spreader option.\r\n\r\nThe sleekly engineered spreader and eight product varieties in flexible Snap-Pac pouches—including lawn food, weed controls, crabgrass preventer, and insect killer—were launched gradually into the market, beginning in 2010 and becoming available nationally in home and garden retailers in 2012. Sold separately from the spreader, the products are dispensed by placing the Snap-Pac on top of the applicator, flipping a switch that affixes the pouch to the spreader, and engaging the handle of the spreader, which opens the fitment at the bottom of the pouch to release product in a controlled flow.\r\nAccording to Scotts research principal Brad Schultz, the Snap system was developed in response to ethnographic research conducted by the company to determine consumers’ pain points relating to lawn and garden care. One challenge, they learned, was the unwieldy task of pouring product into the spreader, as well as the subsequent storage of unused product.\r\n\r\n“Another challenge, particularly for consumers who aren’t experienced in lawn and garden fertilizing, is understanding the product instructions,” Schultz adds. “Snap basically takes that anxiety away for the consumer because there are no settings. Each cartridge is preset for the product that’s being dispensed. So assuming the consumer goes over their lawn just one time [with the spreader], there is no chance of over- or under-application of product.”\r\n\r\nAt $49.99, the Snap applicator is positioned between Scotts’ mid-tier and high-end spreading units. It was designed with a streamlined, contemporary appearance and a small footprint, with a handle that folds in half for easy storage. Premium metallic colorants were used in the injection-molding process to offer more “bling” than Scotts’ traditional agricultural-style spreaders, Schultz notes. All colorants and resins for the spreader were also selected to meet Scotts’ strict durability and fade-resistance requirements, he adds.\r\n\r\nThe crowning achievement of the Snap cartridge system however, is the Snap-Pac. Says Schultz, “When we set out to build this package, we really pushed the limits of what has been attempted before in terms of fitment technology.” The Snap-Pac employs two proprietary parts: a multilayer stand-up pouch, and a custom injection-molded dispensing fitment. The pouch, holding from seven to 12.8 lb of product, depending on variety, offers a custom shape that engages with the spreader and features a two-hole handle that makes it easy for consumers to carry. The proprietary pouch structure is laminated for strength and for high-end print capabilities, and offers UV-resistance.\r\n\r\nThe fitment, positioned at the bottom of the pouch, is a four-piece construction made of high-density polyethylene that includes a metering plate specifically designed for each product variety to ensure the proper application rate. “You don’t put an insect control product down at the same rate as a fertilizer,” Schultz explains. “So we modify the metering plate so we get a variety of orifice sizes that allow us to control the flow of product.” Once the consumer releases the handle of the spreader after product application, the fitment closes, and the pouch with any unused product can be removed from the spreader for clean, no-spill storage.\r\n\r\nAs for the product’s marketing prowess, brilliantly colored Snap-Pac pouch graphics were designed by brand agency CBX, which created aspirational images for each lawn-care variety to showcase the end benefit of the products. A blue sky with fluffy clouds is pictured on the top half of the bag, while the bottom displays vibrant-green grass. The product name uses an approachable, contemporary typeface that is locked up with the Scotts logo. A three-step instructional inset with product illustrations at the bottom of the bag depicts how users “Snap,” “Lock,” and “Go” with the system.\r\n\r\nSays CBX chief creative officer Rick Barrack, “The educational component of the product was paramount to our solution. The visual design needed to communicate that this is an integrated lawn care system with key features and benefits—essentially that a beautiful lawn is just a Snap away.”\r\n\r\nSince its introduction, Scotts Snap spreader cartridge system has caused some buzz in a retail category starved for innovation, Schulz says, and has attracted new consumers to a process that may have formerly intimidated them. Snap-Pacs are available nationally at a suggested retail price of $13.99 to $29.99, depending upon variety. \r\n\r\n<a href=\"http://www.packworld.com/package-type/bagspouches/snap-pac-pouch-makes-lawn-spreading-simple\" target=\"_blank\">http://www.packworld.com/package-type/bagspouches/snap-pac-pouch-makes-lawn-spreading-simple\r\n</a>', 'Snap Pac pouch makes lawn spreading simple', '', 'inherit', 'closed', 'closed', '', '1657-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1657, 'http://cbx.cappendev.com/1657-revision-v1', 0, 'revision', '', 0),
(3059, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Snapple has emerged with a new look following a makeover from the company’s longstanding brand agency, New York City-based CBX. The company announced the “brand refresh” in a press release Wednesday, revealing that over twenty different flavors of Snapple’s regular and diet teas and juices will see a packaging redesign. The moves comes as part of the company’s efforts to deepen its presence across the United States as the ready-to-drink tea category continues to experience significant growth.\r\n“Snapple has a strong following on both coasts and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, CBX’s Chief Creative Officer.\r\n\r\nYou might not notice Snapple’s new face at first glance but its graphics have seen some tweaks. In an effort to “amplify the playfulness, wit and simple goodness” of the brand, its lettering has been updated while keeping the brand’s signature curled “S” intact. A new hand-drawn sun also now hangs above its logo. CBX also placed an emphasis on Snapple’s New York roots with a NYC skyline featured on its bottles.\r\n\r\n“We want people across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple’s director of marketing.\r\n\r\nLastly, Snapple’s flavors will also now feature captions including “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.” The new bottles are hitting store shelves now.\r\n\r\nOriginally printed in <a href=\"http://www.bevnet.com/news/2015/snapple-undergoes-brand-refresh/\" target=\"_blank\">BevNet</a>.', 'Snapple Undergoes “Brand Refresh”', '', 'inherit', 'closed', 'closed', '', '2109-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2109, 'http://cbx.cappendev.com/2109-revision-v1', 0, 'revision', '', 0),
(3060, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'The team at Houston\'s Saks Fifth Avenue is in the final stages of preparing for the store\'s anticipated April 28 opening date.\r\nDisplays are laid out, and apparel from high-end designers like Alexander McQueen, Carolina Herrera, Louis Vuitton and Tom Ford are on the hangers. The Houston Business Journal got a sneak peek of the new, expanded building. Take a tour in the video.\r\n\r\nSee the full video on <a href=\"http://www.bizjournals.com/houston/morning_call/2016/04/sneak-peek-inside-houstons-new-saks-fifth-avenue.html\">Houston Business Journal</a>', 'Sneak Peek: Inside Houston\'s New Saks Fifth Avenue (Video)', '', 'inherit', 'closed', 'closed', '', '2176-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2176, 'http://cbx.cappendev.com/2176-revision-v1', 0, 'revision', '', 0),
(3061, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'A new generation of specialty carts and kiosks is generating big revenues in small spaces.\nBack when giant televisions and stereo systems were at the top of shoppers\' must-have lists, electronics chains shelled out millions of dollars for big-box stores manned by oodles of employees. But these days a kiosk staffed with just one person can rake in huge amounts of cash by selling tiny gizmos and accessories. After all, when powerful computers are small enough to put in a pair of eyeglasses - as with the much anticipated Google Glass, the head-mounted device set to go on sale in 2014-who needs all that shelf space? \"Size doesn\'t matter anymore,\" said Don Gregor, national vice president at Canada\'s Aurora Realty Consultants. \"lt\'s profitability.\"\n\nAnd according to the pros, the powerful punch of smaller spaces is just one of many factors contributing to the ongoing vibrancy of specialty leasing in today\'s technology-driven, post-recession economy. With their high traffic, low overhead and short-term leases, carts and kiosks are a perfect way for entrepreneurs to test new concepts and otherwise respond creatively to the ever-shifting marketplace, observers say. Thanks to technology, even mainstays of the business are managing\nto make more money, Gregor says. \"Look at the T-shirt kiosks - they\'ve been around at every mall for 20 or 30 years,\" he said. \"But they no longer print up the T-shirts in advance, except for the ones on display. Now they have a computer, so people can press a button and create their own shirts using hundred of customizable designs. Blank shirts are the only thing in the actual booth--no inventory and no wastage.\"\n\nAnd though kiosks hawking cellphone accessories have been around nearly as long, the continual release of new-model gizmos keeps stir ring demand for chargers, cases and more, particularly among status-conscious young people. \"Some of the cart people do incredible number,\"Gregor said. \"We have a client that does cellular-phone faces. You might think, \'Why would anyone be in the cellular-phone face business?\' But if you look at a little tiny piece of plastic that I molded, colored and with some bedazzled jewelry on it kids are buying these things for $25 or $30 bucks each. The profit margin is so incredible that effective sales per square foot of some of the cart operators would rival that of any of the major international brands.\"\n\nBut technology is not the only innovative force in the world of specialty leasing. Landlords’ leasing teams, for one, are scouring local markers to find new categories of colorful and compelling specialty leasing concepts. Carts and kiosks with a retro focus are a prime example. \"Sometimes it\'s actual vintage furniture where the operators will repurpose things,\" said Michael J. Anderson, assistant vice president of leasing development at Macerich. \"Other times it\'s things like vintage or reproduction clothing. The e types of stores are really popping up in urban shopping areas, and so now we\' re adding them to our centers.\"\n\nMacerich leveraged both the \"buy local\" trend and the strategic advantages of smaller spaces when it created The\nUnion, an alternative retail concept that opened last year at Biltmore Fashion Park, in Phoenix. The idea was to give shoppers a mix of 18 distinctive boutiques, some of which were as small as 200 square feet. The roster of kiosk like tenants now includes businesses that may be found along any city street in d1e world: newsstands, flower sellers, gift shops and clothiers among them. \"We basically took a 7,000-square-foot empty shell and created a group of individual stores,\" Anderson said. \"It\'s a great concept. Some of these tenants have other stores wid1in the city, but they\'re all local retailers and entrepreneurs.\"\n\nMeanwhile, many of the same trends that are making an impact elsewhere in the retail universe - such as the rise of medical and service-oriented tenants, or the growing popularity of the franchise model among entrepreneurs- are equally visible in specialty leasing, observers say. Health care spending will rise by about $600 billion over the next three years alone, according to CBRE. Little wonder that leasing teams, including those responsible for carts, kiosks and temporary in line spaces, are doing more deals with medical-related users. \"With key parts of Obamacare coming to fruition in 2014, we are seeing a lot of the health care companies want to have a presence in our centers,\" Anderson said. \"They want to explain the process to the consumer, face-to-face.\"\n\nBranding is also hugely important to health care companies and other non-traditional users these days- especially in those markers where they happen to be locked in battle for market share with one or two competitors. Leasing carts and kiosks gives these tenants the ability to accomplish two goals at once: making money by selling in high-traffic parts of the mall, and boosting their brands against those of their rivals, says Jeffrey L. Gregerson, vice president of specialty retail at CBL &amp; Associates Properties. He cites the trend of colleges and universities that hoist their banners at the mall. \"There are a lot more adults going back to school, especially after the recess ion, and we arc now finding that more colleges want to advertise to our shoppers,\" Gregerson said. \"They see this as a great way to go after prospective students.\" Doing kiosk deals with the likes of d1iropractors, masseurs, manicurists and gel-nail artists also holds the promise of driving traffic to the center, he says. After all, shoppers cannot enjoy much real-world services by touch screen.\n\nMalls are also benefiting from greater interest in kiosks on the part of entrepreneurs hard-pressed for startup funds, observers say. Amid the volatility in retail in recent years, many of these business people are keen on buying established franchises rather than creating their own concepts, Gregerson says. In Canada particularly, hardworking immigrants tend to see a lot of upside to operating mall kiosks. \"These are smart people who are looking to advance,\" Gregerson said. \"Instead of driving a cab or opening a restaurant, many of them might want to buy their way into a small franchise system, which often is a kiosk style of business.\" And while nicer kiosks can cost upwards of $40,000, entrepreneurs who work with the Canadian Franchise Association typically can obtain $150,000 small-business loans. \"This is another driving factor toward small-style retail operations here,\" Gregerson said.\n\nSpecialty leasing professionals also see plenty of room for future growth. Burlington Coat Factory, Harry &amp; David and Toys \'R\' Us, to name a few, have experimented with temporary spaces in the mall. But other national retailers could reap strategic advantages by ramping up the visibility of their products in mall common areas, Gregerson says. \"What better way to test something than to take it out of your inline store, or even a department store, and bring it out into the middle of the mall?\" he said. \"You can see how people respond to the product.\" And on this score, established chains enjoy clear advantages over kiosk startups. \"If shoppers are seeing you for the first time, then you really have to find a hook, because you need to give them a reason to say, \'I will rake a chance and buy your product,\' \" Gregerson said. \"A permanent, national tenant like Macy\'s already has the advantage of brand-name recognition; customers are comfortable with the brand and feel that it will be a high-quality product.\"\n\nIn other words, in today\'s era of omni-channel retail- the notion that products should be sold anywhere and everywhere shoppers want to buy them, not just in typical storefronts- carts and kiosk could be seen as an untapped channel for a host of products and companies.\n\nAnd when it comes to the future of mailer retail spaces, U.S. landlords may be able to learn a thing or two from what retailers and developers in China, the Philippines, South Korea and other places are already doing, says Peter Burgoyne, creative director at New York City-based ~ a global branding and retail consulting firm. One mall owner in the Philippines is working with CBX to create kiosk locations for well-known restaurants at a new mall, Burgoyne says. The goal is to help the mall bolster its brand with local shoppers and add to the overall atmosphere. Likewise, South Korean department store Shinsegae makes especially creative use of carts, kiosks and other small-scale retail spaces, he says. \"Shinsegae has lots of island spaces and kiosks throughout the building- areas for [product] launch, visual merchandising, events,\" he said. \"They call these \'spice\' locations. These kiosks in the store aren\'t static- it could be a large area for sunglasses and accessories one day, an ice-cream smoothie bar the next. The point is to have something exciting and new all the time. This creates energy. The architecture can be pretty adventurous, too.\"\n\nBy contrast, U.S. developers sometimes have relatively li near groupings of similar-looking kiosks. When they redevelop their properties or build new wings, U.S. mall owners might consider taking some alternative approaches to the placement and design of such small-scale retail spaces, Burgoyne says. \"Make these kiosks destinations in their own right, because they are almost as important as the [in-line retail] brands,\" he said. \"They can add to the total experience of going to the mall\"', 'Specialty Retail Revolution', '', 'inherit', 'closed', 'closed', '', '1833-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1833, 'http://cbx.cappendev.com/1833-revision-v1', 0, 'revision', '', 0),
(3062, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<em><strong>Innovation is key in retail — so long as it is rooted in realism</strong></em>\nBy Joseph Bona,\n\nIn media interviews of late, Beth Newlands Campbell, the new CEO of Food Lion, has been offering reporters a frank assessment of the supermarket chain’s ho-hum, middle-of-the-road situation: “Staying the same,” she explains, “is not an option.”\n\nSlogans such as these can only go so far. But in the topsy-turvy world of 21st-century retailing, you could do a lot worse than Campbell’s mantra. Retailing, after all, continues to be rife with homogeneity, commoditization and redundancy. Imagine a team of researchers conducting a blindfold test. They strip the logos from inside a wide range of drugstores, supermarkets and big boxes. Then they bring in some blindfolded consumers. Would these shoppers, once their blindfolds were lifted, actually know where they were? Arguably, many would not have the foggiest idea whether they were in chain X, Y or Z.\n\nSuch is the sameness of the shopper experience today. While there are leaders in various retailing categories — among supermarkets, for example, chains like Whole Foods, Trader Joe’s and Fairway have carved out distinct identities — many other operators would likely flunk the blindfold test. Their stores are neither good nor bad. They utilize similar layouts, offer basically the same type and level of customer service, sell the same products at the same or similar price and their store environments are generic at best.\n\nTo be stuck in the middle in this way is to be on a clear path to irrelevance. For the likes of Food Lion, the trick is to figure out how to give consumers a clear reason to drive past the competition and stroll into your store. Retailers are in control of their own destinies, but to be competitive they need to exercise that control in creative and strategic ways.\n\nGone are the days when a lagging chain can take a “me, too” approach and try to eke out an existence by copying successful innovators. Nor can you save a bad retail proposition by making incremental improvements alone — things like cleaner floors, brighter lighting or a new customer-service manual geared toward plastering smiles on the faces of your employees. Basic tweaks such as these might have worked 10 or 15 years ago. Today these kinds of changes are table stakes.\n\nRetailing today is hyper-competitive. The bar is higher than in the past. But if staying the same is not an option, how should retailers tackle the challenge of change?\n\nStart with another timeworn slogan: “Know thyself.” Once you identify an opportunity in the marketplace — something like the brand-building and cost-saving potential of private-label products, or the trend toward prepared food — the next step is to take an honest look at whether this opportunity matches your capability. Do you have the corporate culture, backend systems, financial strength, human capital and other resources needed to pull off the reinvention? If not, is the opportunity you have identified so great that it would be worth the herculean effort required to raise those capabilities?\n\nBrand attributes are an important consideration here. Let’s say a chain is widely regarded for its fast, hands-on service. In focus groups, consumers say things along the lines of, “I go to you because you get me in and out of there in a snap.” It would be a disaster to adopt a new program designed to, say, slow the entire experience down under the pretext that longer dwell times translate into greater spending.\n\nConsider the road taken by William Ackman, manager of the $11 billion hedge fund Pershing Square Capital. At the end of August, Ackman announced that he had finally sold his entire stake in J.C. Penney Co. — about 18 percent of the company — amid internal squabbling over strategy. Ackman, of course, had brought in Apple’s Ron Johnson in a failed bid to remake Penney, which saw its sales and stock-price take a nosedive. As CEO of Penney, Johnson had sought to enrich the customer experience, redesign the stores, beef up the roster of brands and otherwise reinvigorate the chain. Unfortunately, though, there was a mismatch between the perceived opportunity and Penney’s capability to execute on it. Johnson’s vision had merit, but it was an expensive and ambitious about-face that required securing the buy-in of shoppers, employees, shareholders and the media. With a clearer message and greater reserves of time and money, the strategy might have worked. Unfortunately, this was not to be.\n\nThe Penney saga also highlights the pitfall of launching a reinvention after the company’s market position has deteriorated. A weak position translates into a reduced capability for serious change. And so, even when times are good, true leaders tend to think hard about where they will be, not just a year or two from now, but also 10 or 15 years down the road. They understand that, regardless of how swimmingly things might seem today, a fierce competitor could rear its head tomorrow. As a result, leaders see innovation as a necessity. They constantly look for ways to improve design, product delivery, customer service and more.\n\nThis involves risk. A product line might fizzle. A test-store rollout might go nowhere. A ballyhooed mobile app or in-store technology program might fail to live up to its promise. But this is just part of the cost of admission in retailing today. Ultimately, what matters most is the willingness to keep looking forward so that you can move the needle in the direction of the next big idea. This does not have to mean chasing one tech trend du jour after another. If your business is not particular visual in nature, forget about the Pinterest page. The focus should be on how individual technologies and services can bolster and fit into the overall mission. Where does the company need to be in the marketplace? Who does it most want to serve? What do these customers want, and how can you meet or exceed their expectations?\n\nStaying the same is easy. Innovating is hard. But by being honest and realistic about the limits of the brand and the actual capabilities of the company, it is possible to stay on the leading edge. Otherwise you fall prey to inertia, which is no option at all.\n\nRead more: <a href=\"http://chainstoreage.com/article/staying-same-not-option\" target=\"_blank\">http://chainstoreage.com/article/staying-same-not-option</a>', 'Staying the Same is not an Option', '', 'inherit', 'closed', 'closed', '', '1878-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1878, 'http://cbx.cappendev.com/1878-revision-v1', 0, 'revision', '', 0),
(3063, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '<p>Compared to a decade ago, when most retailers still were emulating the national brands, the strategy behind the creation of store brands has changed dramatically, according to George Miketa, executive vice president, sales for Minneapolis-based Snacks Holdings Co. In a May 1 panel discussion (moderated by Progressive Grocer’s Store Brands’ publisher, Steven Lichtenstein) at the Food Marketing Institute’s (FMI) 2012 Private Brands Summit, held in conjunction with the FMI Show in Dallas, he said retailers now are looking for differentiation to create loyalty.\r\n“Private brands are no longer the low-cost solution at the shelf,” added panelist Laura Sturdevant, director, product development – private brands for the Deerfield, Ill.-based Walgreen Co. “You’re going to hear about differentiation a lot today; that’s what every retailer wants.”\r\n\r\nBut the differentiation so many retailers desire calls for a much more strategic — and collaborative — approach to product development, as well as to branding and design, said panelist Todd Maute, partner at CBX, New York. The products must connect emotionally with consumers if they are to be a success, he added, noting that CBX is starting to see retailers and manufacturers looking at packaging innovations as another way to differentiate.\r\n\r\nAnd collaboration for private brand differentiation really starts with a commitment to co-creation by all parties involved, Miketa said.\r\n\r\n“Why not get the retailer involved from the start?” he suggested.\r\n\r\nFor its part, Walgreens now relies on external partners and agencies to get critical insights related to consumer wants and needs, Sturdevant said. Such insights will be even more important for differentiation going forward.\r\n\r\n“We want to be pushed; we want to be pulled at the same time,” she said.\r\n\r\nCollaboration between the retailer, the manufacturer and the branding/design firm during the product development and launch process is important, but Maute noted that the work doesn’t end at launch. A collaborative approach also can involve all the parties in the development of merchandising and marketing strategies — and evaluation of the results.\r\n\r\nUltimately, collaboration in the name of store brand differentiation works best when every person’s role and responsibilities are well-defined, Maute noted.\r\n\r\nAnd clear communication is critical.\r\n\r\n“It all starts with communication,” Miketa stressed.\r\n\r\n<a href=\"http://www.plstorebrands.com/top-story-store_brand_differentiation_calls_for_collaborative_approach-1512.html\" target=\"_blank\">http://www.plstorebrands.com/top-story-store_brand_differentiation_calls_for_collaborative_approach-1512.html\r\n</a>', 'Store Brand Differentiation Calls for Collaborative Approach', '', 'inherit', 'closed', 'closed', '', '1681-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1681, 'http://cbx.cappendev.com/1681-revision-v1', 0, 'revision', '', 0);
