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(2667, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<em>As the Marketplace Fairness Act, otherwise known as the online sales tax, moves to the House, brick-and-mortar retailers should understand how it could affect their operations if it passes.</em><em></em>\n\nThe new kid on the retail block is here to stay. As consumers’ shopping habits shift toward mobile and web purchases, traditional brick-and-mortar retailers continuously feel e-commerce’s tightening grip on consumer pocketbooks, and pet stores are no exception.\n\nThe pet industry has seen an uptick in online competition over the last few years as retailers like PetMed Express, Foster and Smith, and Wag.com gain market share. Online sales of pet food and supplies reached $2 billion in 2011, and are expected to rise to $2.5 billion by 2016, according to a December 2011 report from IBIS World, a Santa Monica, Calif.-based market research firm. PetMed Express and Foster and Smith were top earners online, earning an estimated $168.9 million and $162 million in sales in 2011, respectively.\n\nWith little overhead and smaller staffs, online retailers can offer pet owners lower prices. And, under a precedence set by a Supreme Court ruling in 1992, Internet sellers are exempt from collecting state sales tax; except in states where the business has a physical presence.\n\n“The Internet is a terrific marketplace for comparing prices,” says Joe Dowley, a partner who monitors tax law for clients at international firm McKenna Long &amp; Aldridge, based in Washington, D.C. “If you add that on top of the fact that you don’t have to pay the sales tax, then you’re really cooking.”\n\nThese online advantages make competition stiff for Main Street, which is why many traditional retailers are hoping new legislation will help level the playing field. In May, the U.S. Senate passed the Marketplace Fairness Act (MFA), a bill that would require states to collect sales tax from online retailers at the time of the transaction—no matter where the business is located. Only online businesses with less than $1 million in annual sales would be exempt from the law.\n\nFor pet specialty retailers with stores in states that have a high sales tax, passage of the MFA could offer a break from online competitors. Teresa Miller, owner of Treats Unleashed, a St. Louis-based pet retail store with seven locations, says the nearly 10-percent sales tax her customers pay in some locations makes it harder for her to compete with online retailers. “At 10 percent [sales tax], it’s almost a premium if you’re buying local, and it becomes a complete disadvantage when you’re trying to compete online,” she says.\n\nMiller—who lobbied for passage of the bill in Washington, D.C., in April—says the Marketplace Fairness Act is important because it sets a standard and provides consistency across all states. “If passed, it will level the playing field with some of those gigantic online companies, who right now are strategically putting themselves [in locations] where they don’t have to pay the sales tax,” she adds.\n\nOther provisions of the bill could help brick-and-mortar pet retailers, like Miller, looking to add or grow an online store of their own. Under the MFA, states would be required to simplify their sales tax laws in an effort to make multi-state collection easier, or can join the Streamlined Sales and Use Tax Agreement (SSUTA)—a governing board that harmonizes the administration and collection of sales and use taxes among member states, of which 24 are currently members.\n\n“The Streamlined Sales Tax and Use agreement would make [this collection] easier for online sellers. It makes it easier for states to calculate who gets what in a transaction, and it makes it easier for retailers to purchase a software, which gives them the opportunity to determine how to assess the tax in a particular state or jurisdiction,” Dowley says.\n\nThat simplification, says Miller, will help her develop a business plan for growth of Treats Unleashed’s online store. While her online sales are still under $1 million, the MFA’s requirements of states to simplify their tax laws or join SSUTA, would help Miller move forward with her plans to grow the online store.\n\n“If it doesn’t get passed, I’m scared the states will develop their own enforcement policies, and I’m going to have to keep track of 50 different states with 50 different polices,” Miller says. “[The Marketplace Fairness Act] would give us a consistent way to put this in place, with a standard software and practice so retailers can collect [the taxes] without 50 different rules.”\n\nWhile the MFA awaits its vote in the House of Representatives, Dowley says the bill is inevitable. “The [Supreme Court] left it open for Congress to change the law, and it has been brewing for several years, particularly since the Internet has grown by leaps and bounds,” he says.\n\nStill, Miller recognizes that customers will continue to make purchases online. “It’s not really about brick-and-mortar versus the Internet sellers,” she says. “It’s about fairness or at least a consistency across both mediums.”\n\n&nbsp;\n\n<strong>Another Piece to the Puzzle</strong>\nWhile passage of the Marketplace Fairness Act (MFA) could offer brick-and-mortar pet specialty retailers more equality with their online competitors, online sales will continue to grow at double-digit rates over the next 10 years—and in order to stay competitive, traditional retailers will need to offer pet owners what online retailers simply cannot.\n\n“Retailers should not be looking at the Marketplace Fairness Act as any kind of relief from Internet competition,” says Crosby Renwick, executive director of strategy at CBX, a New York City-based brand agency and retail design consultancy. “It will level the field on sales tax, but that’s a small piece of the puzzle.”\n\nIn order to break through the barrier and ease the competition, asserts Renwick, Main Street retailers need to reinvent what their purpose is on the retail landscape. Services like grooming and daycare are benefits online retailers cannot offer, however many retailers may not realize that the greatest asset they have over their competitors is their physical space.\n\n“Retailers can use their physical space to their advantage to make their store a social meeting place,” Renwick says. Bringing pet owners together through events—for example, hosting an event that exclusively gathers Boston Terrier lovers—gives customers a reason to make an extra trip to the local pet store. And while customers are basking in Boston Terrier glory, they will browse and most likely make a purchase, Renwick says.\n\n“Retailers have their ace in the hole being a physical place where people of like minds can get together,” he says. “What they have to sell is a social connection and a relationship. The goods will surround that, and it will engender the sales of those goods.”\n\n<a href=\"http://www.petbusiness.com/articles/2013-07-01/A-Move-Toward-Equality\" target=\"_blank\">http://www.petbusiness.com/articles/2013-07-01/A-Move-Toward-Equality</a>', 'A Move Toward Equality', '', 'inherit', 'closed', 'closed', '', '1830-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1830, 'http://cbx.cappendev.com/1830-revision-v1', 0, 'revision', '', 0),
(2668, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<a href=\"http://www.raybernfoods.com/\" target=\"_blank\">Raybern\'s®,</a> the company behind the #1 U.S. selling Philly Cheesesteak sandwich (Source: Nielsen xAOC ending June 7, 2014), stands out in the frozen food cases more than ever thanks to a newly completed packaging graphic redesign by leading global brand agency <a href=\"http://www.cbx.com/\" target=\"_blank\">CBX</a>.\r\n\"Raybern\'s has provided families with delicious, and convenient sandwiches, snacks and appetizers for more than 30 years and is famous for inventing the frozen deli sandwich,\" said Rob Leibowitz, CEO, Raybern Foods. \"Consumers consistently describe our handcrafted sandwiches as hearty and delicious. The goal of our partnership with CBX and this graphic redesign project was to ensure that our exceptional product delivery and consumer experience were significantly more visually apparent and appealing at shelf.\"\r\n\r\n\"Elements of the redesign included a new graphics system and typography, a strong focus on mouth-watering food photography, as well as messaging that emphasizes the handcrafted nature of the company\'s sandwiches,\" noted CBX Chief Creative Officer, Rick Barrack.\r\n\r\nCreated by the company\'s founder more than 30 years ago, Raybern\'s original bread recipe delivers a deli-soft roll after just 90 seconds in the microwave. To this day, the bread is baked daily onsite and is one of the key components of the sandwiches. The meats are artisanally seasoned, cooked and sliced deli thin. To complete the authentic experience, the sandwiches are handcrafted and individually wrapped in butcher paper. \"New customers were often surprised at just how great the sandwiches actually tasted,\" said Barrack. \"Meanwhile, the old packaging design was functional, but lacked true stand-out appetite appeal. The graphics system was also a bit fragmented at shelf.\"\r\n\r\nCBX\'s redesign focused on clarity and consistency as well as the artistic and emotive side of the Hayward, Calif.-based brand. \"We reorganized the packaging information and added more romance and food appeal to convey the satisfying and satiating experience of these artisanal products,\" Barrack explained. \"For example, we used parchment paper for the backdrop, with the sandwich beautifully photographed along with \'perfectly imperfect\' nuances such as crumbing on the surface.\" The branding firm\'s introduction of classic typographical elements also helped increase shelf presence and enhance the overall impression.\r\n\r\nAt a time when more consumers put high value on authenticity, the CBX team felt it made good sense to better articulate Raybern\'s authentic story. \"That\'s why you\'ll see the term \'handcrafted\' more prominently on the new packaging,\" Barrack said. \"We wanted to move toward something that felt more authentic, real and genuine.\"\r\n\r\nToday, Raybern\'s continues to support its best-selling items as well as introducing new sandwiches, snacks and appetizer varieties to best satisfy America\'s ever-evolving tastes and preferences. \"This strategy is sure to appeal to current fans and win new customers,\" said Barrack. \"By offering more \'pop\' at shelf, the comprehensive redesign will no doubt contribute to these efforts by increasing product trial.\" Raybern\'s sandwiches are found in the freezer and deli sections of retailers including Walmart, Costco, Sam\'s Club, Smart &amp; Final, HEB, ShopRite, Ahold, BI-LO, Lucky\'s, Savemart, Raley\'s, Wakefern, Carrs-Safeway, Randalls, Tom Thumb and select Safeway locations.\r\n\r\n<strong>About Raybern Foods:</strong>\r\nRaybern\'s is a 30-year-old family founded company that hand crafts millions of sandwiches every month. Available in deli and freezer sections at retailers nationwide, Raybern\'s sandwiches include the #1 selling Philly Cheesesteak sandwich in the U.S. (Source: Nielsen xAOC ending June 7, 2014). Raybern\'s invented the frozen deli sandwich, using top quality meats, delicious sauces and hearty cheeses and a unique bread recipe that cooks up \'bakery soft\' after just 90 seconds in the microwave. Learn more at <a href=\"http://rayberns.com/\" target=\"_blank\">www.Rayberns.com</a> or <a href=\"https://sg.finance.yahoo.com/news/tasty-look-rayberns-r-thanks-133000177.html\" target=\"_blank\">www.facebook.com/Rayberns.</a>\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://finance.yahoo.com/news/tasty-look-rayberns-r-thanks-133000177.html\" target=\"_blank\">Yahoo Biz</a>\r\n<a href=\"http://finance.boston.com/boston/news/read/27595404/A_Tasty_New_Look_for_Raybern%27s\" target=\"_blank\">Boston.com</a>\r\n<a href=\"http://www.packworld.com/package-design/redesign/graphic-redesign-philly-cheesesteak-focuses-authenticity\" target=\"_blank\">Packaging World</a>\r\n<a href=\"http://www.foodandbeveragepackaging.com/articles/87223-re-branding-improves-shelf-appeal-of-handcrafted-heat-and-serve-sandwiches\" target=\"_blank\">Food &amp; Beverage Packaging</a>\r\n<a href=\"http://www.brandpackaging.com/articles/print/84857-rayberns-sandwiches-get-graphic-redesign\" target=\"_blank\">Brandpackaging</a>', 'A Tasty New Look for Raybern\'s', '', 'inherit', 'closed', 'closed', '', '1974-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1974, 'http://cbx.cappendev.com/1974-revision-v1', 0, 'revision', '', 0),
(2669, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<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\nIt’s just about that time again. My excitement at the fact that Punxsutawney Phil, the undisputed king of the prognosticating groundhogs, did NOT see his shadow last week (which as we’ve collectively convinced ourselves means Spring draws nigh!) was tempered somewhat by the fast approaching task of having to once again, rack my brain to find the perfect Valentine’s Day gift.\r\n\r\nI have a pretty illustrious track record of splendid Valentine’s Day gift (if I say so myself. My wife might disagree. But she’d be wrong) so setting such a high standard means my margin for error diminishes significantly every year. And as I am sitting staring at the eight open windows on my computer’s desktop, desperately trying to get ideas, inspirations, celestial epiphanies as to what to buy my wife this year, I was struck by the following realizations. I was outraged, actually—and they weren’t realizations, they were questions. Namely:\r\n\r\nWhat’s with the red? Everything I’m seeing is red. Why does everything HAVE to be red? When did red become the official color of Valentine’s Day? We all sort of accept it as a matter of cultural fiat but who made that decision?\r\nAnd what about the heart thing?\r\n\r\nSt. Valentine’s Day, historically speaking, started off with no sentimental or romantic elements whatsoever. In fact the Valentines—there were a couple—were martyrs who were killed by Roman emperors. Not exactly an occasion you remember through the giving of chocolates, is it? Where did the heart-shaped jewelry come in? The flowers?\r\n\r\nFor God’s sakes, the chocolate-covered strawberries in a heart-shaped box?!\r\n\r\nSo, why are we held hostage by those specific gift items, from heart-shaped jewelry to flowers?\r\n\r\nAnd this got me thinking as I was scrolling furiously: the whole held-hostage-by-gifts thing wouldn’t be so bad if the biggest (and honestly, the most practical) brands in Valentine-dom weren’t so, well, cheesy. Insipid. Dated. Antiquated. Dull. Here are my thoughts on just a few:\r\n\r\n<strong>Russell Stover</strong> They’ve been around since 1923, the year the actual Russell Stover founded the company. (Little known fact: Russell Stover also created the name Eskimo Pie.) And it shows because their branding would have looked totally appropriate on “Little House on the Prairie.” They’re also the foremost purveyor of the red, heart-shaped box of chocolates, which I find so utterly devoid of charm. Can the company stand for anything besides chocolate on Valentine’s Day? It’s a fairly limited piece of the pie they’re going for, and a refresh of their stale brand identity would seem to be in order, certainly if they want to appeal to a younger, more traveled and design-savvy audience.\r\n\r\n<strong>Hallmark</strong> When I think of Valentine’s Day cards. I think of Hallmark. Millions of people do. This is good. It’s a giant company that strives to help people express what’s in their hearts on A1-size cardstock (Hallmark even owns Crayola). Terrific brand value there—but would it kill them to modernize their identity a little bit? The company is 100 years old. The logo has remained virtually unchanged since the 1950s. Can we do something about the crown?\r\nFTD This company is so old, the original FTD acronym stood for Florists’ Telegraph Delivery. And the vaguely Silver Surfer-ish winged-foot-and-hatted eunuch clutching the bouquet of flowers as if he’s about to whip them at you like a discus? That’s Mercury Man (Hermes Man if you prefer the Greek version). He’s the Roman god of commerce and invention and was chosen as the company logo in 1914! FTD sorely needs to update that logo and think about a far more relevant contemporary iconography and overall brand identity.\r\n\r\nAnd I can think of a couple different ways to start.\r\n\r\nOne, since FTD delivers many things other than flowers nowadays. How about changing the meaning of the acronym from its current Florists’ Transworld Delivery (huh?) to Favorite Things Delivered? Because that’s what you do on V-Day isn’t it? You want to get your sweetheart’s (new) favorite thing delivered with unfailing timeliness.</p>\r\n\r\n\r\n', 'A Valentine’s Day Brand Gets a Makeover', '', 'inherit', 'closed', 'closed', '', '1558-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1558, 'http://cbx.cappendev.com/1558-revision-v1', 0, 'revision', '', 0),
(2670, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<strong>Readers weigh in on Van Gogh Vodka\'s redesign.</strong>\r\nIn an effort to animate and reinvigorate the brand’s connection to art, Van Gogh Vodka has redesigned its packaging. “With this new package, we strove to create a collection of labels that are equal parts artistic and appealing—each one had to be a work of art to match the craftsmanship of the liquid inside, translating the spirit of Van Gogh’s Expressionism and bold vision in an engaging manner,” Norman Bonchick, chairman and CEO, 375 Park Avenue Spirits, the importer of Van Gogh Vodka, tells <em>Package Design</em>.\r\n\r\n“It was important that the new package live up to and respect our namesake, Vincent Van Gogh. “By working with an artist who painted through the lens of Van Gogh we were able to have paintings created using our 16 signature flavors as inspiration. Each of these paintings then became one of the labels you see with the release of the new package.”\r\n\r\nIn this the final installment of Field Notes, we ask Package Design readers if the new packages are stars or if the designs leave 375 Park Avenue Spirits’ branding goals in the fields.\r\n<p class=\"p1\"><strong><span class=\"s1\">Allison Koller\r\n</span>Executive creative director, CBX</strong></p>\r\n<p class=\"p1\">There’s no question this is flavored vodka and that it will create a strong block at shelf. Perhaps the missed opportunity is in fully capturing the expressionistic spirit and style of Van Gogh’s paintings. The flavored variants could have been pushed further, so they were less literal and more abstract. This would have created a much more artistic spirit for a brand intent on celebrating its handcrafted tradition.</p>\r\nRead the full article in <a href=\"http://www.packagedesignmag.com/content/field-notes-a-work-of-art\" target=\"_blank\">Package Design Magazine</a>\r\nPhoto courtesy of Package Design Magazine\r\n\r\n&nbsp;', 'A Work of Art?', '', 'inherit', 'closed', 'closed', '', '2285-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2285, 'http://cbx.cappendev.com/2285-revision-v1', 0, 'revision', '', 0),
(2671, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>CBX Helps Create Brand Alternative Approach for Live Better,Preferred Pet and Market Spa Brands</strong>\r\n\r\nNew York, NY – September 14th, 2009 – The Great Atlantic & Pacific Tea Company (A&P) has been named Store Brand Retailer of the Year by Private Label Magazine for a reason. Since its acquisition of Pathmark in late 2007, the Montvale, NJ-based retailer has embarked on a massive expansion of its “Own Brands” private label program. Three of these brands, Live Better, Preferred Pet, and Market Spa are part of a portfolio of brands that provide proprietary, innovative, high-quality products to meet the changing needs of shoppers.\r\n\r\nCBX Strategic Branding worked on the three branding initiatives. \"We worked closely with the A&P team to tell a story with all of the products, so that each would be a unique and ownable brand for A&P,\" says Todd Maute, CBX Strategic Branding.\r\n\r\n\"We could not be recognized for our efforts without the creativity and insight provided by the CBX Team,\" says Doug Palmer, VP of Own Brands for A&P.\r\n\r\n<strong>The Way to Live Better</strong>\r\nThe first, Live Better, is a line of OTC pharmaceutical and beauty products. CBX approached this brand with a fresh, quality of life message. \"The challenge was to create a brand that is more about lifestyle and less about price. Ultimately, this would provide A&P with a unique, ownable brand that ties directly into their marketing strategy for the pharmacy department,\" says Maute, CBX Strategic Branding. The Live Better logo forms a banner stretching across a sky blue background and works to enhance the efcacy message. The brand architecture helps unify and identify products in a complex and competitive category. A color band system calls out product benets and provides differentiation between the products. The design system is applied across a range of over 1,000 SKUs while also addressing multiple packaging substrates, print technologies and marketing imagery.\r\n\r\n<strong>Preferred Pet to the Rescue</strong>\r\nWith improved product quality and a plan to expand the brand\'s presence, CBX redesigned the Preferred Pet brand and created a brand system that addresses the entire pet category including dry, wet, dog, cat, and treats. \"This was an opportunity to enhance value, but also create a brand strategy in tune with the needs of pet owners and the emotional connection they have with their pets,\" says Maute, CBX. After one A&P employee volunteered her pets, which were rescued dogs, to be the stars on the package, the idea of using rescue animals as packaging \"models\" across the entire line became reality. The animals featured on the packaging came from various rescue shelters and their stories appear on the back panel. A rened and elegant typeface chosen for the new brand identity signals the high-quality product while a heart-shaped graphic speaks to the emotional connection consumers have with their pets. Bright primary colors on a white background make the packages stand out on the shelf and easy to shop.\r\n\r\n<strong>Spend a Day at the A&P Spa</strong>\r\nFor consumers who want to be pampered, CBX created the brand name and packaging system for Market Spa, a line of health and beauty aids products. \"The name connotes a spa/quality experience and elevates the perception of products in the category,\" says Maute, CBX. \"We took a refined and sophisticated approach to the new brand identity and combined it with an apothecary style,\" says Maute. Soft, warm colors, and images that connote a visit to a spa adorn a line of body washes, shampoos, conditioners, lotions, etc. The line is designed to appeal across multiple consumer segments.\r\n\r\n\"Through expansion and redesign, we are providing our shoppers with alternative brands that fulfill their needs and offer complete solutions for different lifestyles,\" says Doug Palmer, Vice President of Own Brands at A&P.\r\n\r\n<strong>About The Great Atlantic & Pacific Tea Company, Inc.</strong>\r\nFounded in 1859, A&P is one of the nation\'s first supermarket chains. The Company operates 435 stores in 8 states and the District of Columbia under the following trade names: A&P, Waldbaum\'s, Pathmark, Best Cellars, The Food Emporium, Super Foodmart, Super Fresh and Food Basics.', 'A&P Tells its Own Story With Expansion of its Private Label Program', '', 'inherit', 'closed', 'closed', '', '1629-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1629, 'http://cbx.cappendev.com/1629-revision-v1', 0, 'revision', '', 0),
(2672, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Kate Bittman joined the New York office of Rodale as associate director for communications at Men’s Health magazine. She had been public relations manager at The New Yorker magazine, part of the Condé Nast Publications division of Advance Publications.\r\nJames Brooks joined Forge Worldwide, Boston, as an interactive art director. He had been a senior designer at the Boston office of Digitas, part of the VivaKi division of the Publicis Groupe.\r\n\r\nAndrew Campbell and Dominick Cirigliano joined CBX, New York, as vice presidents, responsible for business development. Mr. Campbell had led business development efforts at Innovations and Development and Mr. Cirigliano had been director for business development at Brand Engineers.\r\n\r\nThe Coca-Cola Company expanded its relationship with the Indonesian operation of McCann Worldgroup, part of the Interpublic Group of Companies, by naming it agency of record for all sparkling beverages. The agency will continue to create campaigns for Coca-Cola and also handle the Fanta and Sprite brands, which had been handled by the Jakarta office of Ogilvy & Mather Worldwide, part of WPP. Billings were not disclosed.\r\n\r\nDave Damman, executive creative director at Carmichael Lynch, Minneapolis, owned by the Interpublic Group of Companies, was promoted to chief creative officer, which had been a vacant post.\r\n\r\nDiana DiGuido joined PM Digital, New York, in a new post, senior director for client services. She had most recently been an account director at Zeta Interactive.\r\n\r\nRick Doerr joined the New York office of T3 as senior vice president and managing director, succeeding Jane Crisan, who left to join the Garage Team Mazda, Irvine, Calif., part of WPP. Mr. Doerr had been managing director at BBDO Hong Kong, part of the BBDO Worldwide division of the Omnicom Group, and also served as regional business development director for Asia.\r\n\r\nGood Housekeeping, New York, part of the Hearst Magazines unit of the Hearst Corporation, made two appointments. Sara Rad, director for brand development, was promoted to director for advertising and brand development. And Christine Rannazzisi-Gerstein, associate publisher for marketing at another Hearst magazine, Country Living, will also serve as associate publisher for marketing at Good Housekeeping; that post had been vacant since last summer, when Renée Lewin became associate publisher for marketing at Harper’s Bazaar, also a Hearst magazine.\r\n\r\nHorizon Media, New York, promoted two executives in its Los Angeles office. Zach Rosenberg, general manager, becomes executive vice president and chief growth officer, a new post. Serena Duff, executive vice president and managing partner, becomes executive vice president and general manager for the Western region.\r\n\r\nRyan Ku joined Dojo, San Francisco, in a new post, planning director. He had most recently been a brand strategist at Eleven, San Francisco.\r\n\r\nGustavo Lauria joined the Vidal Partnership, New York, as managing partner and chief creative officer, succeeding Mauricio Galván, who left to become chief creative officer at Totality. Mr. Lauria had most recently been creative director at La Comunidad, Miami.\r\n\r\nRon Levy joined the New York office of Broadway Systems as senior vice president, overseeing client services and account management. He had most recently been senior vice president at MediaBank, which merged with Donovan Data Systems to form MediaOcean.\r\n\r\nPeter A. Mayer Advertising, New Orleans, hired five employees. They are Erin Durbin, a digital account executive; Emily Edison, a junior account executive; Valerie Galati, an associate project manager for the CenturyLink account; Brian Oberkirch, director for interactive strategy; and Danielle Russo, a graphic designer.\r\n\r\nJim Moise joined Good Technology, Sunnyvale, Calif., in a new post, chief revenue officer. He had most recently been senior vice president for sales and operations at SupportSpace.\r\n\r\nTim Morral, who had been a freelance copywriter for Walker Sands Communications, Chicago, was promoted to senior copywriter.\r\n\r\nBurns Patterson, executive vice president at Middleton & Gendron Brand Communications, New York, was promoted to a new post, chief operating officer. Also, two vice presidents, Jay Austin and Patricia Nugent, were promoted to senior vice presidents. The changes are part of a reorganization of the agency.\r\n\r\nRingling Brothers and Barnum & Bailey Circus, Vienna, Va., part of Feld Entertainment, chose the Geppetto Group, New York, part of WPP, as agency of record for the its 142nd show. Billings were not disclosed. The assignment had previously been handled internally.\r\n\r\nXiaoming Shao joined Maxifier, New York, in a new post, managing director for the Asia-Pacific region. He had held a similar post at AudienceScience, New York.\r\n\r\nEllen Sluder joined CoreBrand, New York, in a new post, director for business development. She had been director for marketing and business development at Fleet Aviation.\r\n\r\nSubway, Milford, Conn., consolidated its United States media services account by naming MediaCom, New York, part of the GroupM division of WPP, which already handles planning and buying for traditional media, to also handle planning and buying for digital media. The digital assignment, with spending estimated at $25 million to $30 million, had been handled by Publicis Modem, part of the Publicis Groupe. Spending in traditional media was estimated at more than $400 million.\r\n\r\nTillamook County Creamery Association, Tillamook, Ore., selected Vendor, Austin, Tex., to create two campaigns, one for the Texas market and one for several Western markets. Spending was not disclosed. The association, which makes cheeses, yogurts and other dairy products, had previously worked with Mono, Minneapolis, part of MDC Partners, for creative duties.\r\n\r\nU.S. Cotton, Gastonia, N.C., named Marcus Thomas, Cleveland, as agency of record for the Swisspers line of cotton-based health and beauty aids. Spending for the assignment, which had been handled by Breehl, Traynor & Zehe, Cleveland, was not disclosed.\r\n\r\nJeff Voigt joined Doner, Southfield, Mich., in a new post, senior vice president for media insights. He had been senior partner and group communications research director at Team Detroit, part of WPP.\r\n\r\nJim Wayand joined the San Francisco office of MRM Worldwide as global business leader for Team Intel, which is dedicated to the Intel account. He succeeds Marylee George, who will lead the digital marketing group relationship with Intel. Mr. Wayand had been at Microsoft, leading assignments for the Microsoft Store and the Bing Marketing Engagement Team.\r\n\r\nColby Wilson joined Parliament, Portland, Ore., in a new post, director for client services. He had been director for operations at the Opus Creative Group, Portland.\r\n\r\n<a href=\"http://www.nytimes.com/2012/02/13/business/webdenda.html?_r=1&pagewanted=all\" target=\"_blank\">http://www.nytimes.com/2012/02/13/business/webdenda.html?_r=1&pagewanted=all</a>', 'Accounts and People of Note in the Advertising Industry', '', 'inherit', 'closed', 'closed', '', '1690-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1690, 'http://cbx.cappendev.com/1690-revision-v1', 0, 'revision', '', 0),
(2673, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Gregg_web1.jpg\"><img class=\"alignleft size-thumbnail wp-image-1069\" title=\"Gregg_web\" src=\"http://www.cbx.com/wp-content/uploads/2012/09/Gregg_web1-150x150.jpg\" alt=\"\" width=\"150\" height=\"150\" /></a>By Gregg S. Lipman:\r\nLast month, there were mumblings that Spain might be saying \"adios\" to the siesta due to the Eurozone crisis that has been rocking Europe for the past several years. This mid-day break - often consisting of a multi-course meal followed by a snooze - is costly for both Spanish workers who no longer have money to spend on long meals, and for companies who cannot afford to have their workers being less productive in the afternoons. Now, in a time every Euro counts in the family budget, and every hour counts toward a company\'s bottom line, workers have taken to eating their lunches in the office with their co-workers or even (gasp!) eating lunch in front of their desks.\r\n\r\nThis behavioral shift in the Spanish culture means big opportunity for brands that previously have not had a huge presence in Spain. For the first time in their professional lives, Spanish workers will now need to figure out how to bring meals into the office, make meals in the office and enjoy meals - yup, you guessed it - in the office.\r\n\r\nFood storage brands like Snapware, Tupperware and Ziploc can obviously provide answers to the first question, through storage solutions that enable workers to bring their meals from home to the office with ease. Sure, this seems like an obvious choice for Americans, who have been taking their lunches to work for years. But for Spaniards, \"brown bagging\" is a foreign concept with which they are quickly becoming acquainted. These brands can break the taboo with sub-brands or products that target the needs of that region. Perhaps a sleeker, more European design would appeal to Spanish sensibilities and tastes.\r\n\r\nAmericans have been bringing microwavable meals - everything from soups to lasagna - to the office for decades. But Spaniards, and Europeans in general, tend to look down upon anything frozen or processed. Part of this is due to their access to fresh fruits, vegetables and meats at their local markets, and part of it is because the more leisurely meal, often enjoyed with family, has a greater emphasis - and longer history - in those countries. But brands like Buitoni, Amy\'s Organic and Healthy Choice have been offering, \"almost made fresh\" prepared foods in the US for many years now, and could likely translate their offerings to meet the tastes and needs of Spanish audiences. Incorporating typically Iberian flavors like saffron and vinegar, meats such as Jamon Serrano, fish such as shrimp and merluza, beans such as chickpeas and starches like rice would all help win over Spanish audiences. And whereas Americans often eat a single item for lunch, meals introduced to Spanish audiences could consist of anywhere from three to five courses, to be more consistent with the restaurant lunches they previously enjoyed.\r\n\r\nBut just changing WHAT people eat won\'t fill the void left by the siesta. People who previously left the office for two hours or more - and often had a nap during that time - are going to need to discover HOW relax in the office. One possible way they can fill the void is by having longer meals in the office, and to make these meals actual events, like \"pot-luck\" lunches in which workers bring dishes that can be shared. Google does a great job of keeping people happy in the office at lunchtime, by offering several different cafes at its Googleplex headquarters, all of them rumored to be good, a well as lunchtime entertainment, lunch-and-learns and lectures. The technology giant also recently implemented a monthly \"silent lunch\" that helps employees rejuvenate during the day and which revives the corporate culture of innovation, community and doing the right thing.\" While Spaniards aren\'t exactly known for being a quiet culture, this communal breath during the day might be a welcome break.\r\n\r\nAnd what about the nap that is the siesta\'s trademark? The new structure brings about a need for new innovations that will let workers take a snooze at their desks. As a result, companies may start having functional lounges, in which people can crash on a couch for a few minutes, or may even incorporate \"nap pods\" into their designs (not unlike the ones at the \"Oasis,\" HuffPo-sponsored centers at the Republican and Democratic National Conventions). Not to mention, a shorter lunch break could mean that the other two meals of the day - breakfast and dinner - may get expanded, in turn presenting even more brand opportunities. So while a siesta-less Spain may leave a void in the hearts of Spaniards, this potential cultural shift presents a huge business opportunity that today\'s food brands can fulfill.', 'Adios, Siesta...Hello Major Business Opportunity', '', 'inherit', 'closed', 'closed', '', '1649-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1649, 'http://cbx.cappendev.com/1649-revision-v1', 0, 'revision', '', 0),
(2674, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>For consumers, it’s a not-so-fine line between love and disgust           By: Robert Klara</strong>\r\n\r\nLegal disputes over advertising seldom get much public attention, but a recent decision out of the U.S. District Court for the District of Columbia was an exception: It made headlines.\r\nIn a controversial preliminary injunction, Judge Richard Leon blocked the Food and Drug Administration from forcing cigarette brands to place gruesome photos of blackened lungs and cancer-riddled corpses on its packs—a mandate that was to have gone into effect this September. Warning labels were one thing, the court said, because they were statements of empirical fact. But the proposed images, emotional and deeply disturbing, constituted “commercial speech” and as such were an effort to force a brand to advertise against itself. The FDA has since appealed, and some legal experts say that this case may well end up in the Supreme Court.\r\n\r\nUntil it does, however, the case has resurrected a larger issue that’s one of marketing’s most enduring hot potatoes: the use of explicit images to get consumers’ attention—also known as “shockvertising.”\r\n\r\nShock tactics have been around for awhile. Though some of the material may seem relatively tame today, the commercial featuring the 15-year-old topless Brooke Shields confessing that nothing came between her and her Calvin Klein jeans dropped many jaws in 1980, as did the Partnership for a Drug Free America’s “This is your brain on drugs” in 1987. (That spot showed a man cracking an egg on a hot frying pan.)\r\n\r\nWhile some have argued that shockvertising had been done to death by the end of the ’80s, that hasn’t stopped brands from playing the shock card, from fashion label Mangano’s bisexual orgy ads (2009) to Federici ice cream ads depicting a pregnant nun (2010) to dark-horse presidential candidate Terry Randall’s ad for the Super Bowl, featuring dead and dismembered fetuses (2012), banned just days before the game. Why do so many still use it?\r\n\r\nThat’s probably an obvious one. For as much as the Web may have toughened the societal skin to amateur porn and gross-out videos, graphic images still stand out in a crowded media landscape. According to a white paper presented in London last year at the Center for Innovations in Business and Management Practices, “Advertising agencies are facing difficulties in reaching the customer effectively, so they are using shock advertisements to pierce through this data clutter.”\r\n\r\nBut the piercing can be tricky. Images that may have offended a generation ago are ubiquitous today, which means brands looking to shock must keep increasing the voltage. “The identification with and understanding of metaphor has increased so much that you need to ratchet things up, keep pushing the envelope,” says psychologist Robert Passikoff, founder and president of consultancy Brand Keys. As veteran adman Ray Black has written, “The major flaw in shock strategy is that it’s like a drug. You have to increase the dose …to remain visible, but there’s a limit to how much of that the public will cop.”\r\n\r\nIndeed, there is a limit. Though nearly a third of consumers believed that shock value was an “effective” advertising tool, according to a Media Curves poll conducted in 2009, 58 percent of consumers preferred messages containing wit and humor. Shockvertising’s critics also note that while the tactic turns heads, there’s a big difference between generating attention and generating sales.\r\n\r\nThis is probably why many branding consultants are lukewarm on shockvertising when asked if it’s an effective and reliable way to build a brand’s reputation and bottom line. “The percentages on it are no better than with any other kind of advertising,” says Hayes Roth, chief marketing officer at global brand consultancy Landor.\r\n\r\n“Reliable? It’s clearly going to be very unreliable as far as what’s going to happen when you shock people,” adds marketing consultant Julia Beardwood of Beardwood & Co. “It gets people to pay attention—but how do you quantify that?” asks Rick Barrack, chief creative officer of brand consultancy CBX.\r\n\r\nYou can’t. But you can draw some conclusions from the textbook cases to follow. As the FDA/tobacco case slowly snakes its way through the courts, we decided to look back at a few of the more famous shock ads of the past two decades—and evaluate just how well (or not) they did their jobs.\r\n\r\n1. Deadly Smoking Pics (2011) When President Obama signed the Family Smoking Prevention and Tobacco Control Act into law in 2009, the FDA gained the authority to regulate the sales of cigarettes. In the summer of last year, the FDA selected nine compulsory images tobacco brands were to display, including a black lung, a mouth riddled with cancerous lesions and a bare-chested male cadaver. Not only did the FDA require the photos to appear on the top halves of cigarette packs (front and back), the agency admitted that the photos had been digitally manipulated to make them ghastlier. The tobacco brands fought back last August, and the legal ball remains in play. “By no means is this over,” says civil liberties litigator Daniel Schwartz, who works for renowned activist attorney Harvey Silverglate. What’s most interesting about the graphic images, Schwartz says, is that “the FDA doesn’t even think they’ll reduce smoking that much.” In fact, the FDA’s own analyst admitted: “Estimation of the effectiveness [of the graphic images] is subject to a large uncertainty.” Stay tuned on this one.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-01-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-01-2012.jpg\" alt=\"\" title=\"fea-shock-01-2012\" width=\"250\" height=\"357\" class=\"alignnone size-full wp-image-4861\" /></a>\r\n\r\n2. Four Nuns and a Naked Adonis (2008) In 2008, working with its new agency Fallon Worldwide, Minneapolis, the upscale fitness-club chain Equinox launched a campaign titled “happily ever...” Most of the glossy magazine ads were the fleshy sort of thing you’d expect from a health club. But one of them—which debuted in Boston magazine that January—was a bit more. The ad portrayed a surreal art class where students sketching the naked male model happened to be nuns, one of whom was wearing a garter belt. Equinox corporate called the ad “thought-provoking” and a “blending of fantasy and impact.” Well, they got the impact part right. The Catholic Action League slammed Equinox for its “callous contempt for the sensibility of Catholics,” and, while the ad disappeared soon after, the controversy itself spread as far as newscasts in Hawaii. Branding consultant Julia Beardwood (who has worked with Equinox, though not on this campaign) ventures that “the ad didn’t harm them in any way, even when they backed down. It got people talking, so there was probably a benefit.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-02-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-02-2012.jpg\" alt=\"\" title=\"fea-shock-02-2012\" width=\"400\" height=\"266\" class=\"alignnone size-full wp-image-4862\" /></a>\r\n\r\n3. Burger King’s “Seven Incher” (2009) Burger King, like most restaurant chains, skews conservative. However, 90 percent of its 12,300 locations are franchised, which makes it hard to police local campaigns. When a franchisee in Singapore thought it would be funny to create ads that took cues from a pornographic video box, the resultant firestorm erupted here in the U.S., on Fox News. A BK rep assured it that the chain “values and respects all of its guests”—and, incidentally, that the ad “generated positive consumer sales” in its market. But one franchisee’s revenues likely didn’t compensate for the overall PR damage. “Maybe they were thinking…they’d get attention they normally wouldn’t get for a new product,” says Brand Keys’ Robert Passikoff. Well, they sure got that much.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-03-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-03-2012.jpg\" alt=\"\" title=\"fea-shock-03-2012\" width=\"300\" height=\"293\" class=\"alignnone size-full wp-image-4863\" /></a>\r\n\r\n4. Basement Porn at Calvin’s House (1995) Calvin Klein, Landor’s Hayes Roth observes, “is always on the edge of taste.” He doesn’t mean the cutting edge; he means borderline tasteless. In 1995, the fashion brand fell off the cliff. Then again, after cramming Mark Wahlberg into too-tight briefs and shooting a naked, emaciated Kate Moss for Obsession, the only place to go was down. So Klein debuted a campaign featuring stripping adolescents in sequences that evoked ’70s basement porn, complete with a sleazy, off-camera voice telling the kids not to be nervous. The U.S. Justice Department investigated, and the brand retreated. But Klein came out ahead. While the American Family Association launched a boycott, its members weren’t Klein’s core demo anyway. As TBWAChiatDay’s Marian Salzman, then an agency director, said, the scandal pushed the brand’s “coolness factor from a 10 to a 60.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-04-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-04-2012.jpg\" alt=\"\" title=\"fea-shock-04-2012\" width=\"300\" height=\"345\" class=\"alignnone size-full wp-image-4864\" /></a>\r\n\r\n5. The Killer Advertising of Benetton (1982-2000) Benetton’s (former) creative director, Oliviero Toscani, has used some of the most shocking images ever seen in American advertising—but Benetton always slipped by with the defense of promoting political awareness and social equality. But in 2000, the Italian label misread its American audience. Ads featuring portraits of inmates awaiting capital punishment were supposed to show the barbarity of the death penalty. Instead, consumers felt it celebrated murderers. Victims’ rights groups protested. Missouri’s prison system sued. Sears banned the brand. Toscani resigned. Today, Benetton is back to PG-13 themes. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-05-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-05-2012.jpg\" alt=\"\" title=\"fea-shock-05-2012\" width=\"480\" height=\"317\" class=\"alignnone size-full wp-image-4865\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/advertisings-shock-troops-138377\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/advertisings-shock-troops-138377</a>', 'Advertising\'s Shock Troops', '', 'inherit', 'closed', 'closed', '', '1687-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1687, 'http://cbx.cappendev.com/1687-revision-v1', 0, 'revision', '', 0),
(2675, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>How the developer-cum-TV star-cum-presidential candidate became a living product:\r\nPresident Trump?\r\n\r\nTo run for president, you have to be at least 35 and a U.S. citizen. Trump should know. He gave Obama hell over not releasing his birth certificate, then claimed credit when he did. (Obama, by implication, referred to Trump as a “carnival barker.”) Perversely, the birther issue has also served as Trump’s political platform, along with a promise to “make this country great again.” By what means? Well, that apparently depends. The first time Trump toyed with high office in 1988, he criticized the GOP and called for nationalized healthcare. In 2000, he courted the Reform Party and advocated a tax on the wealthy. With an announcement of his intent looming in May, he’s now tacked hard right. Not everyone on the right is impressed (Karl Rove has called Trump’s political aspirations “a joke”). Still, Trump has won cheers from the Tea Party. Hey, did we mention Trump has a brand of tea?\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/trump-time-line-new1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/trump-time-line-new1.jpg\" alt=\"\" title=\"trump-time-line-new\" width=\"652\" height=\"2358\" class=\"alignnone size-full wp-image-4979\" /></a>', 'Adweek: \"Brand Trump\"', '', 'inherit', 'closed', 'closed', '', '1764-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1764, 'http://cbx.cappendev.com/1764-revision-v1', 0, 'revision', '', 0);
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(2676, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2011/08/limited-edition-kotex-pic.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2011/08/limited-edition-kotex-pic.jpg\" alt=\"\" title=\"limited-edition-kotex-pic\" width=\"652\" height=\"367\" class=\"alignnone size-full wp-image-4955\" /></a>\r\nA cynic would say that no plain white surface can last long these days before some brand turns it into a marketing vehicle. But what if that surface belongs to a tampon, feminine pad, or panty liner? Off-limits territory, right?\r\n\r\nWell, no. Last March, Kimberly-Clark’s Kotex brand introduced U by Kotex, a line of feminine-care products in a staggering range of psychedelic patterns and neon colors, and it\'s been pushing the limits ever since. The tactic is working. K-C just announced that Q2 2011 sales in its personal-care division were up 7 percent to $2.3 billion. \r\n\r\n“It’s another opportunity to push this category that’s traditionally been institutional and clinical-looking,” said Kristi Bryant, design manager, Kimberly-Clark.\r\n\r\nNow comes the latest peg: a limited-edition “Designer Series”—assisted by New York brand-design consultancy CBX—featuring still more riotous color explosions in patterns\r\nincluding polka-dots, stripes, clovers, and various curlicue thingies: “Poptimistic,” “Boho,” and “Freestyle” for the pads, and a tampon called “Punk Glam.”\r\n\r\nKotex also recently sponsored an online design-your-own feminine pad contest that resulted in over 11,000 submissions (BanTheBland.com). Girls adorned liners with peace signs, umbrellas, strawberries, and argyle over leopard skin. One submission bore the name, \"Peace Love Period.\" Winning designs will hit the market next year.\r\n\r\nWhile the K-C marketing department\'s original question—“Who said period products have to be white to work well?”—has seemingly been answered, it couldn\'t have said for sure that women would thrill to the idea of lining undergarments with orange sunbursts or purple paisleys. But the U line seems to have reached the right Justin Bieber squealer demo. A recent comment on the U by Kotex website: “Yay! New pad designs! I’m excited! xD!” Enough said.\r\n\r\nAnd forgive us for asking, but there\'s something we want to know. What’s the point of expressing a personal fashion ethos if the product is, uh, not exactly something one can show off walking down the street? \r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/purple-tampons-why-not-134027\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/purple-tampons-why-not-134027\r\n</a>\r\n“They’re more of an extension of today’s young women’s personal style,” said Bryant.\r\n\r\nWith brands everywhere searching for that final frontier of personal-style extension, tampons may truly be it.\r\n\r\n', 'Adweek: \"Purple Tampons. Why Not?\"', '', 'inherit', 'closed', 'closed', '', '1748-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1748, 'http://cbx.cappendev.com/1748-revision-v1', 0, 'revision', '', 0),
(2677, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Why do Americans buy Dad such cheap, boring Father\'s Day presents? \r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/tt-fathersday-hed-2011.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/tt-fathersday-hed-2011.jpg\" alt=\"\" title=\"tt-fathersday-hed-2011\" width=\"652\" height=\"367\" class=\"alignnone size-full wp-image-4963\" /></a>\r\n\r\nAccording to the 2010 Census, there are 70.1 million fathers in the United States. And this weekend, the majority of them will undergo a highly curious annual rite. Under the beaming gaze of their progeny, they will tear the wrapping paper off some of the dullest gifts in America. No offense to the brands that make socks, neckties, or mugs inscribed with golf jokes, but Father’s Day confirms one of marketing’s sadder truths: When it comes to gift giving, Mom rakes in flowers, perfume, and jewelry, while Dad gets...whatever he gets.\r\n\r\nThanks to marketers’ penchant for measuring everything, there’s proof of this paternal neglect. While Americans spent an estimated $16 billion on Mother’s Day gifts this May, they’re expected to spend only $11 billion on Father’s Day. Mothers received 139 million greeting cards; it’s expected dads will receive 94 million. And while the average Mother’s Day present cost $140.73, most people admit they’ll drop less than 100 bucks on dad—often shopping in a discount store and usually buying a “practical” gift. Automotive stuff and gardening tools rank among the top 10.\r\n\r\n“We’ve noticed this trend,” says Kathy Grannis of the National Retail Federation. “In recent years we could blame the economy. But even before the downturn, retailers noticed that Father’s Day gifts were smaller.”\r\n\r\nYet exactly how Father’s Day gifts arrived at this diminished state is open to dispute. Emily Valentine, with marketing firm CRT/tanaka, says it’s because brands simply pay less attention to men. “Moms get more coddling—from retailers and the media,” she says. Julia Beardwood of brand strategy firm Beardwood&Co proffers a kind of retail-oedipal theory: \r\n\r\n“Mom gets indulgent gifts because you were a pain in the butt as a child and she deserves something for what she had to put up with—including childbirth.” Sharon Banfield of market research firm PriceGrabber suggests the answer’s simpler: kids have already blown all their money on Mother’s Day. “The six [intervening] weeks leave little room to set aside funds,” she says.\r\n\r\nBut marketers like Gregg S. Lipman of branding consultancy CBX blame males themselves. Dad gets a lame-ass practical present because, directly or indirectly, he asked for one. “Men tend to want practical gifts,” Lipman says, adding that “there’s still a strong cultural bias against men receiving gifts because men prefer to earn everything.”\r\n\r\nIf Lipman’s right, fathers might not even mind paying for their own presents—and, sadly, many do. According to AT&T, Father’s Day has historically seen the highest volume of one special kind of phone call—the kind placed collect.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/TT-fathersday-01-2011.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/TT-fathersday-01-2011.jpg\" alt=\"\" title=\"TT-fathersday-01-2011\" width=\"480\" height=\"904\" class=\"alignnone size-full wp-image-4964\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/burdens-fatherhood-132525\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/burdens-fatherhood-132525\r\n</a>', 'Adweek: \"The Burdens of Fatherhood\"', '', 'inherit', 'closed', 'closed', '', '1754-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1754, 'http://cbx.cappendev.com/1754-revision-v1', 0, 'revision', '', 0),
(2678, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>Frozen meals are miracles of convenience—with a dollop of denial</strong>\r\nIf we could please get the sniggers out of the way first, there’s an important thing that needs to be said about TV dinners. They’re unique in the world of branding for exemplifying not one but two separate miracles. In case you’re having a tough time believing that, check out the 1962 and 2011 ads here. The first miracle? Why, technology, of course. The second: a means to achieve an unprecedented level of denial of the first. Hey, good marketing can do that for you.\r\n\r\nA little history might help to start. Frozen foods dropped into compartmented trays for later reheating has been around since the 1940s under brand names like Strato-Plates and Jack Fisher’s FrigiDinners. But it was C.A. Swanson & Sons that would read the market perfectly. In the postwar years, not only were harried moms looking for guiltless disentanglement from the home-cooked meal, but also TVs had replaced the dinner table as the family social locus. (When the ad at right ran in 1962, there were nearly 49 million households in the U.S.—and 90 percent of them had TV sets.) Through a clever melding of food coloring, a metal tray that doubled as cooking caddy and plate, and the literal patenting of the term “TV Dinner,” Swanson let you follow John Glenn into orbit. \r\n\r\nSure, the box called the food “delicious,” but according to branding firm CBX’s chief creative officer and partner Rick Barrack, it was the future you were eating. “The taste profile was secondary to the convenience of taking it out of the box and serving it on a tray,” he says. “TV was full of riches. TV was it. And with TV dinners, you didn’t miss a second.”\r\n\r\nOne Cold War and 49 years later, Stouffer’s is selling frozen dinners just like Swanson did. But witness TV dinner miracle No. 2. While the need to eat, the demand for convenience, and the consumers themselves are virtually unchanged, the marketing is suddenly about hiding everything that 1962’s suburbanites celebrated. A farm has replaced the gingham TV table; the box has virtually disappeared; and the food itself has been artfully heaped on an earthenware plate—handily decamped from the plastic tray it came in. Most remarkable of all, “there’s no reminder that you have to nuke this sucker to make it edible,” Barrack says.\r\n\r\nThe takeaway here is not shame so much as inevitability. We need frozen dinners today every bit as much as we did when JFK was in the White House. But 1962’s better living through aluminum has simply ceded to an ersatz farm tour. What choice had we, really? The first miracle forced the second one on us. “The farmland and fresh-picked vegetables are a cliché,” Barrack says. “But it’s required to deal with the historical baggage we’ve inherited from knowing the truth about frozen entrees.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-TVDINNER-2011.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-TVDINNER-2011.jpg\" alt=\"\" title=\"PERSP-TVDINNER-2011\" width=\"652\" height=\"1323\" class=\"alignnone size-full wp-image-4946\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/banquet-box-134320\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/banquet-box-134320\r\n</a>', 'Adweek: Banquet in a Box', '', 'inherit', 'closed', 'closed', '', '1742-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1742, 'http://cbx.cappendev.com/1742-revision-v1', 0, 'revision', '', 0),
(2679, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<strong>As the Baby Boomer population grows, brands relevant to their demographic use youthful packaging that highlights health and wellness, without emphasizing age.</strong>\r\nIn early September, Apple introduced the highly anticipated Apple Watch. Naturally, the world was buzzing with the news, but what exactly is the defining difference? The Apple Watch helps consumers manage their health, which is of particular interest to aging populations like Baby Boomers. Even disruptive brands like Apple are seeing value in expanding their target audience to include Baby Boomers, in addition to Millennials. With its youthful ad campaigns and cutting-edge products, Apple doesn’t feel like a Boomer-centric brand, but it does make consumers of all ages feel cool and intentionally included in their tribe.\r\n\r\nIt is estimated that from 2010 to 2050, those aged 65 and older in developed regions will grow from 197 million people to 337 million people. And with people living longer, older generations are trying to hold on to their youth and vitality longer than ever before. How many times have you heard a 60-year-old say, “I feel like I’m 35”? It’s no surprise then that this generation is concerned with things like maintaining their appearance—hence the success of brands like “Not Your Daughter’s Jeans,” which applies youthful styles to older body types, and Eyebobs, a line of fashion-forward reading glasses that offers products called Peckerhead, Geek Girl, and Style Guy with designs reminiscent of Warby Parker.\r\n\r\nThis is proof that Baby Boomers are trying to stay on top of trends even as they enter their so-called “twilight years” (a phrase, by the way, that you’re unlikely to hear uttered by a Baby Boomer). This consumer segment is looking for brands that will help them take care of themselves and better their lives, without constantly reminding them that they aren’t actually as young as they think they are.\r\n\r\nPackaging is a strategic tool that brands can use to connect with this audience. After all, this demographic still likes to touch actual products (as opposed to younger generations, who are more comfortable with online shopping), and the right visuals and copy can nab these consumers right there in the aisle. Whether a brand is trying to appear more youthful, reinventing a product commonly associated with aging, or subtly conveying that they just happen to tackle the issues that are relevant to this age group, there are a variety of ways to go about reaching this growing audience of older consumers.\r\n\r\nFollowing are a few strategies that are proving successful in garnering brand loyalty from this target.\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/poise_hourglass_moderate1.png\"><img class=\"size-thumbnail wp-image-8685 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/poise_hourglass_moderate1-150x150.png\" alt=\"poise_hourglass_moderate1\" width=\"150\" height=\"150\" /></a>Be modern and relevant</strong>\r\nLet’s face it: None of us is excited by the prospect of purchasing incontinence products. But in all likelihood, we’ll have to—so why should we feel embarrassed about it? Brands like Poise are doing their part to make their packaging more appealing to Baby Boomers. The new logo feels younger and more approachable than before. The pack is sleek and fresh, and uses bright, rich, youthful colors. It fits in right next to the pantyliners targeted at Millennials. The tone of voice is straightforward and inclusive. The graphics are feminine and approachable, clearly conveying the product’s purpose without suggesting a medical problem that comes with age.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/meta_edgefade_1.png\"><img class=\"size-thumbnail wp-image-8688 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/meta_edgefade_1-150x150.png\" alt=\"meta_edgefade_1\" width=\"150\" height=\"150\" /></a>Some market leaders, such as Metamucil, benefit from their longevity, but can also feel old and tired because they have been around for so long. In an effort to seem more relevant in today’s wellness era, Metamucil recently changed its packaging to highlight “Meta,” shifting its focus from a fiber additive to whole health. Now, Metamucil’s line up includes Metabiotic Probiotic Supplements, Meta Health Bars, Meta Fiber Wafers, Meta Fiber Capsules, and Meta Fiber Singles, in addition to their original Metamucil Powder. The new packaging clearly communicates the product’s health benefits, which are important for Boomers. With its bright, sunny colors and modern “Meta” font, this redesign feels totally of-the-moment and makes fiber a cross-generational product. People are even willing to keep it out on their countertop.\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/crest_2_edgefade.png\"><img class=\"size-medium wp-image-8687 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/crest_2_edgefade-300x85.png\" alt=\"crest_2_edgefade\" width=\"300\" height=\"85\" /></a>Bring them along</strong>\r\nWe’ve seen examples of brands modifying their packaging structure to accommodate consumer needs. Retailer Target developed easy-open prescription bottles, which influenced a trend stretching all the way to Maxwell House coffee’s EZ open grip. But we’ve noticed some less obvious adjustments too. Without calling attention to it, Arm &amp; Hammer has been slowly increasing the font size on their packaging to make the labels easier to read, therefore maturing with their consumers.\r\n\r\nIn addition, Crest is working on maintaining their broad-based appeal while also catering to the evolving needs of their older consumers…without making them feel old. The packaging for Crest Pro Health, a toothpaste geared toward these consumers, includes many familiar cues such as the Crest logo and blue background—so that it’s clearly still Crest—and adds a few distinctive touches to set it apart from the other blue tubes that are used by the rest of the family.\r\n<p style=\"text-align: left;\"><strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/1aday_edgefade.png\"><img class=\"alignright wp-image-8689 \" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/1aday_edgefade-178x300.png\" alt=\"1aday_edgefade\" width=\"122\" height=\"206\" /></a>Stage a role reversal</strong>\r\nLots of movies depict young kids fast-forwarding ahead to adulthood, à la “Big” and “13 Going on 30.” But what if you were 65 going on…5? That’s the way One A Day’s gummy vitamins, called VitaCraves, make Baby Boomers feel: Like they’re sneaking one of their grandkids’ gummy vitamins. Offered in several varieties, including Men’s, Women’s, Adult, and Immunity, the packaging features bright colors and illustrations of fruit that reflect the fun VitaCraves flavors. The gummy facet of the offering is called out in the same size font as the product name, without alluding to the fact that there’s anything childlike about them.</p>\r\nBrands realize they must find ways to connect with boomers or risk missing out on huge sales opportunities. Packaging is clearly a key vehicle for doing so, whether it makes products seem less stodgy, expands a brand’s essence, or retains familiarity with a new twist. Importantly, in doing so, brands must speak to boomers in their language— realizing that they think of themselves as still being in their 40s, rather than in their 60s, living full and active lives. They must know that certain products will help them deal with some effects of aging and new conditions and maladies, but they don’t want to be made to feel feeble. After all, this is the “Woodstock generation,” and they still rock and roll!\r\n\r\nThe full article is available <a href=\"http://www.packworld.com/package-design/strategy/ageless-and-timeless-packaging-boomers\" target=\"_blank\">here</a>.', 'Ageless and Timeless: Packaging for Boomers', '', 'inherit', 'closed', 'closed', '', '2041-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2041, 'http://cbx.cappendev.com/2041-revision-v1', 0, 'revision', '', 0),
(2680, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'While the news about a thriving airport market is worth celebrating, the challenge for designers and retailers alike is striking a balance between two very different customers with needs that are essentially polar opposites of one another.\r\n“We’ve got two core travelers,” explains George Waite, program manager at Columbus, Ohio-based Chute Gerdeman. “The rushed or hurried person who might be late or stressed on the way to a quick connection—maybe doesn’t have a lot of time, wants to have grab-and-go options, get in and out—vs. the more leisurely traveler. How do you entertain them, let them relax and enjoy themselves as much as they can in that kind of a situation?”\r\n\r\nCatering to differing end users may seem tricky, but it need not be overly complicated. People carrying multiple pieces of baggage or traveling with children likely experience additional stress, so a few simple design decisions can go a long way to alleviate their tension, says Melissa Mizell, senior associate at Gensler.\r\n\r\n“As much as we can make the airport environment and the retail and concessions environment as easy as possible to navigate, as clutter-free, well curated, with plenty of space to walk by with your luggage—all of these things can help entice people in and help them relieve stress,” she says.\r\n\r\n“Removing the stress from travel is a key objective,” adds Nick Giammarco, creative principal of retail strategies for studioH2G. “Relaxation areas, piano bars, entertainment, and social zones along with the use of technology are key components to successful retail environments.”\r\n\r\nHis firm has created gate-hold seating areas as part of the brand experience. “One will be able to sit in a branded gate-hold area, order online from integrated iPads, and the food can be either delivered to your seat or you will be notified that your order is ready,” he explains.\r\n\r\nPlanning for technology is also about removing pain points. Among the biggest complaints from travelers about airports is the lack of places to charge mobile devices, which exacerbates their stress. So architects and designers need to pay careful attention to space planning that supplies easy access to power.\r\n\r\n“As we move to a more digital age, everyone has a digital device with them. So how do you create zones that let customers sit down and plug in or feel safe to leave their device if they were to charge it and grab a couple of things in a retail store or restaurant?” muses Waite. “Adding power is not even a bonus anymore. It’s an expected amenity.”\r\n\r\nThe reason for the improvement in the quality of airport retail is twofold: the massive increase in the number of travelers and delays resulting from airline consolidations, according to Joseph Bona, president of branded environments at New York-based design firm CBX Retail. “Shopping is sort of a social behavior even under normal, everyday life, so airport retail is a way of getting people to take advantage of the time they have waiting for delayed flights or for families on vacation,” he says.\r\n\r\nTightened security requirements also have changed travelers’ schedules and habits, prolonging the amount of time they spend in airports. “Pre-9/11, you could probably get to the airport maybe a half hour before, sort of run through and just barely make it on the plane, and you’d be OK,” Bona recalls. “Well, those days are long gone.”\r\n\r\nRead the full article <a href=\"http://www.retailenvironments-digital.org/retailenvironments-insider/201409?sub_id=OHFPZm31NsSy#pg17\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'Airport Retail Takes Off', '', 'inherit', 'closed', 'closed', '', '2004-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2004, 'http://cbx.cappendev.com/2004-revision-v1', 0, 'revision', '', 0),
(2681, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'The remodeled Aloha Island Mart in Kahala won Aloha Petroleum Ltd. and its design firm CBX, the top honor in a nationwide design contest.\r\nThe store\'s design won the \"Sky\'s the Limit Remodel\" category in Convenience Store News magazine\'s annual Retail Design Awards program.\r\n\r\nThe $2 million project involved the demolition and ground-up rebuilding of the store that serves as Aloha Petroleum\'s flagship and design prototype.\r\n\r\nAmong its many features is Hawaii’s first walk-in \"beer cave,\" which also is included in the recently remodeled Kaneohe store.\r\n\r\nThe exterior of the Kahala store is inspired by the plantation-style architecture found throughout the islands.\r\n\r\n<a href=\"http://www.csnews.com/article-personality_by_design-3126.html\" target=\"_blank\">http://is.gd/AlohaPetrolDesignAwd121003\r\n</a>', 'Aloha Petroleum beer cave part of design win', '', 'inherit', 'closed', 'closed', '', '1718-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1718, 'http://cbx.cappendev.com/1718-revision-v1', 0, 'revision', '', 0),
(2682, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>HONOLULU, Hawaii -- Aloha Petroleum Ltd., a Hawaii-based gas retailer and convenience store operator, unveiled the first ground-up version of its new prototype design that highlights the chain\'s local roots.\r\nDesigned by branding and retail design consultancy CBX, 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. An existing Aloha store and fuel islands were demolished on the site to make way for the new structures, according to a news release from CBX.\r\n\r\nCustomers to the new location find references to Hawaiian-style architecture -- a nod to Aloha Petroleum\'s roots as the only local fuel marketer and c-store operator on Oahu, Hawaii Island and Maui. The building\'s exterior 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 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 elements of the new design is the restyled Aloha logo that\'s repeated on the façade signage, gas canopy and pumps. The updated logo features a stylized \"A\" floating in a field of watery blue and accented with green. Various shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean, while the green suggests the lushness of the tropics. \"The overall color palette is cool, refreshing and reflective of the relaxed lifestyle found in the Hawaiian islands,\" stated Bona.\r\n\r\nInside the store, customers find the stylized Aloha \"A\" repeated on green wallpaper that calls attention to foodservice areas. They\'ll also notice 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 has generous aisles, while providing optimal food and beverage display space. A refrigerated island case, positioned immediately off the entrance, holds a wide variety of fresh-delivered sandwiches, beverages and other chilled offerings.\r\n\r\nA well-positioned pay point with room for multiple cashiers also 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 new Kahala prototype store, Aloha just opened a new fueling station and 2,000-square-foot c-store in Kahului, Maui. It is the first Aloha-branded store on that island. It also added 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 rollout 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\nAloha is the largest retail gasoline marketer in the state of Hawaii. Currently, it has more than 100 Aloha, Shell and Mahalo branded retail fuel locations and 35 Aloha Island Mart convenience stores on the islands of Oahu, Maui, Hawaii (the Big Island) and Kauai.\r\n', 'Aloha Petroleum Opens First Ground-Up Prototype', '', 'inherit', 'closed', 'closed', '', '1746-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1746, 'http://cbx.cappendev.com/1746-revision-v1', 0, 'revision', '', 0),
(2683, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\n<a href=\"http://www.worldinteriordesignnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812/\" target=\"_blank\">http://www.worldinteriordesignnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812/</a>', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'inherit', 'closed', 'closed', '', '1744-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1744, 'http://cbx.cappendev.com/1744-revision-v1', 0, 'revision', '', 0),
(2684, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\n<a href=\"http://www.worldconstructionnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812\" target=\"_blank\">http://www.worldconstructionnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812</a>', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'inherit', 'closed', 'closed', '', '1745-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1745, 'http://cbx.cappendev.com/1745-revision-v1', 0, 'revision', '', 0),
(2685, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>New ground-up design highlights the convenience store chain’s local roots.\r\nHONOLULU – Aloha Petroleum Ltd. has unveiled the first “ground-up” version of a new prototype design for its convenience retailing sites that highlights the chain’s local roots.\r\n\r\nThe 3,000-square-foot store and adjoining fuel islands opened 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.\r\n\r\n“The company wants to position its convenience operation as the convenience store brand of choice in its markets,” said Joseph Bona, president of the retail division of the New York-based CBX, which designed the store.\r\n\r\n\r\nOne of the most commanding of the new design elements is the restyled Aloha logo found repeated on the façade signage, gas canopy and pumps.\r\n\r\nInside the store, customers can find the stylized Aloha “A” repeated on green wallpaper that calls attention to foodservice areas.\r\n\r\n\r\n“We are very pleased with the Kahala prototype,” said Richard Parry, Aloha president and CEO. “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\nWant to see for yourself? Be sure to attend the NACS Show Ideas 2 Go General Session on Oct. 3. The new Aloha concept store is featured in the lively 40-minute video tour of innovative store concepts from across the country.\r\n\r\n<a href=\"http://www.nacsonline.com/NACS/News/Daily/Pages/ND0811112.aspx\" target=\"_blank\">http://www.nacsonline.com/NACS/News/Daily/Pages/ND0811112.aspx</a>', 'Aloha Petroleum Opens New Store Prototype', '', 'inherit', 'closed', 'closed', '', '1747-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1747, 'http://cbx.cappendev.com/1747-revision-v1', 0, 'revision', '', 0),
(2686, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>HONOLULU, Hawaii -- Known on the Hawaiian island as an iconic fuel brand, Aloha Petroleum knew it needed to refresh its more than 40 convenience stores to strengthen its position in the market. The brand has been around since 1907, but was known more for its fuel than its stores. The company wanted to change that image.\r\n\"We want our Aloha Island Mart stores to be a destination, not just an afterthought,\" said Larry Adams, director of sales and marketing at Aloha Petroleum.\r\n\r\nAfter creating a new logo for its proprietary fuel card in 2007, Aloha decided to base its redesign and new company logo on this image and began its refresh by implementing the new look at the forecourt. By November 2010, the first prototype of the new Aloha Island Mart debuted.\r\n\r\n\"We started at the forecourt to signal to the market that something was changing with our brand. Our old image was tired and didn\'t make much of a statement in the market,\" Adams explained. \"We wanted to rethink how we positioned ourselves as a brand and wanted to let customers know we are just as serious with our store offerings as we are about fuel.\"\r\n\r\nThe company also changed the name of its stores from Island Mini Mart to Aloha Island Mart, following a series of focus groups to determine what customers were looking for from the brand and what Aloha needed to provide the community. The goal was to become a leading Hawaiian company that understands the local market, listens to its customers and cares about the community, according to Adams.\r\n\r\nAloha is now acting on a five-year, $20-million plan to upgrade all of its stores to the new image, and so far, construction on five out of its 42-company operated stores is complete. The company is also using the new design for any acquired stores. As of press time, Aloha was evaluating three locations for possible purchase, Gary Altman, general manager of the company-operated stores told CSNews Online.\r\n\r\n\"This whole new imaging and branding gives us a launching pad for the future,\" Adams said. \"We think it strengthens the brand and stands out in the market, and we have even had our competitors tell us that.\"\r\n\r\nThe idea for the new logo started with the redesign of the company\'s proprietary fuel card in 2007. Aloha wanted to create a new image that would symbolize the sun, energy and waves -- all the things seen and associated with the island of Hawaii. At the time, they had no idea it would carry over into the entire redesign of the company\'s logo and stores, which was done by CBX, a branding and retail design consultancy.\r\n\r\n\"When our architecture firm started working with us, they saw the credit card design and decided to move toward incorporating it into the company logo and convenience store design,\" Adams said. \"We call it a blue wave image, even though it\'s a stylized \'A\' for Aloha.\"\r\n\r\nThe company liked the way it looked and incorporated the colors into the building exterior, canopy and interior. Every customer touchpoint -- anywhere they see, hear or interact with Aloha -- now features the new design, from the retail interior and exterior to the fuel trucks and company credit card statement.\r\n\r\nAloha\'s flagship prototype store is in Kahala, and was a total rebuild from the ground up. Previously, the company only used 750 square feet of the property for the c-store, but when they bulldozed this site, the new store became 3,000 square feet. It opened in mid-June in the Honolulu suburb.\r\n\r\nDue to space limitations, however, the majority of locations will use the existing building and walls and then incorporate the new design into it, Altman said.\r\n\r\n\"No matter what size, we will have consistent offerings at all of our stores because we want to deliver consistency to the customer and meet their expectations,\" Adams added.\r\n\r\nThe exterior of the building features horizontal wood siding and a modified double-pitched roof to reflect the surrounding architecture found on the Hawaiian Islands. There is also a floor-to-ceiling glass entrance to present a warm and open feel with natural light, as well as project a safe environment for customers and employees. The company also wanted merchandising visibility so passing traffic and people fueling could see what the stores are offering, said Altman.\r\n\r\nThe new design continues inside the store, where the stylized \"A\" logo repeats on green wallpaper, calling attention to the foodservice section. The overall placement of shelving and aisles changed to create an open feel. Now, refrigerated cases offer fresh food, while dark brown gondolas feature basic pantry offerings. Additionally, the sales counter moved from the front near the entrance to the center of the store.\r\n\r\n\"We moved the sales counter so when the customer walks in, the store seems more spacious and open,\" Altman explained. \"Also, they have to walk past our beverages and fresh food to get there, so it exposes them to what we offer.\"\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-aloha_petroleum_redefines_brand_-59682.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-aloha_petroleum_redefines_brand_-59682.html</a>', 'Aloha Petroleum Redefines Brand', '', 'inherit', 'closed', 'closed', '', '1732-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1732, 'http://cbx.cappendev.com/1732-revision-v1', 0, 'revision', '', 0),
(2687, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>-- New ground-up design to debut on Oahu in 2009</strong>\r\nHONOLULU, HI (09/29/08) -- Aloha Petroleum, Ltd., a privately held oil marketer, has selected CBX, the strategic branding, design, and consultancy agency based in New York, to design a prototypical convenience store, beginning with a new, ground-up unit to open on Oahu in 2009. Currently, Aloha Petroleum serves Hawaii with more than 30 company-operated Island Mini-Mart convenience stores and nearly 80 retail fuel locations on the islands of Oahu and Hawaii (the Big Island).\r\n\r\nFor the new 3,400-square-foot prototype, CBX will be developing a new logo and brand identity, exterior and interior design, site plan and store layout, as well as all graphic applications – assets that will reinforce Aloha\'s local presence and Island pride. \"Our assignment is to help create a brand that stands for more than convenience while establishing a stronger emotional connection with those who work and live on Oahu and the Big Island,\" said Joseph Bona, president of CBX\'s retail division.\r\n\r\nTo that end, CBX\'s retail team will help Aloha refocus its sights on developing a \"kama\'aina\" (or \'local\') brand of convenience stores. \"Among its traditional competitors such as Chevron and Tesoro, Aloha is considered to be a truly local brand,\" Bona said. \"The company wants to position its convenience operation as the c-store brand of choice in its Oahu and the Big Island markets.\"\r\n\r\nThrough acquisition and organic growth, Aloha has developed a portfolio of stores representing a variety of configurations ranging in size from small kiosks to 1,500 - 2,500-square-foot facilities, to serve area residents. \"Although the existing Island Mini-Marts do well, Aloha believes the timing is right to position its c-stores with a futuristic design, while maintaining the authentic Hawaiian feel.\" Bona explained.\r\n\r\nAloha expects to phase in the new look to existing locations over the next few years as local planning and permitting processes allow.\r\n\r\nCommenting on the plans, Richard Parry, Aloha president and CEO, stated: \"Aloha Petroleum is looking forward to working with CBX to develop a fresh identity, design, graphics and product offerings for our convenience stores. The Aloha Petroleum brand is performing strongly in the marketplace and we are proud of our convenience store division. By refreshing our store concept, we are confident we can maintain existing customers and acquire new ones, taking sales to new heights.\"\r\n\r\n<strong>About ALOHA PETROLEUM, LTD.</strong>\r\n\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 1900\'s. Aloha is the second largest retail gasoline marketer in the state of Hawaii and is one of Hawaii\'s Top 20 companies according to Hawaii Business Magazine.</p>', 'Aloha Petroleum, Ltd. Selects CBX to Design A new Convenience Store Prototype', '', 'inherit', 'closed', 'closed', '', '1644-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1644, 'http://cbx.cappendev.com/1644-revision-v1', 0, 'revision', '', 0);
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(2688, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'With its acquisition of Whole Foods Market for $13.7 billion in cash last summer, it’s evident that Amazon is hungry for a slice of the $668 billion grocery market.\r\nBut just how big of a bite does Amazon want to take of the market? And how much of a stake will Amazon, already a major player in several non-food private-branded categories, seek in the burgeoning consumer packaged goods store brands segment, which is reinventing itself with innovative and exclusive offerings every day?\r\n\r\nAmazon representatives would not comment on the company’s goals in grocery and private brands for this story, but several industry pundits predicted after Amazon’s purchase of Whole Foods that it was just a matter of time before Amazon ruled the grocery industry. But former Amazon decision maker Brittain Ladd, who left the company recently after working there for two years where he helped develop strategies to expand Amazon Fresh and Amazon Pantry, says that while Amazon has the potential to surpass Walmart and become the nation’s top grocer, he is not so certain the Seattle-based company will attempt to do so.\r\n\r\nThrough its 460 brick-and-mortar stores received in the Whole Foods deal and its online dominance, Amazon wants to become a one-stop shop for many retail things, from grocery to electronics to books to apparel and to furniture, Ladd says, with private brands playing a key role across the board.\r\n\r\n“As Amazon convinces more of its customers to turn to it for grocery, its value proposition increases dramatically as does the company’s competitive position,” says Ladd, now a Seattle-based consultant who specializes in private brands and other retail segments.\r\n\r\nAmazon and Whole Foods together own about 1.4 percent of U.S. grocery market share, with Walmart leading at 14.46 percent, according to GlobalData Retail.\r\n\r\nPrivate brand consultant Todd Maute, a partner with New York-based brand agency CBX, says his “gut feeling” tells him that Amazon doesn’t want to rule the grocery world. But ruling the retail world is another matter.\r\n\r\n“As Amazon continues to expand into more and more categories … that is where I think Amazon will rule the world,” he adds. “I think Amazon is just going to continue to go after one segment of business after another.”\r\n\r\nAmazon Founder and CEO Jeff Bezos realized that just selling groceries online will not allow the company to capture much grocery market share, which is why Amazon purchased Whole Foods. So now Amazon has gone to market in grocery with a powerful one-two punch. And as creative as Amazon has been in the past to attract new customers, consumers can expect even more retail ingenuity as Amazon synchronizes the synergies of getting consumers to come to its physical stores while continuing to shop online.\r\n\r\n“Amazon is obsessively interested in getting its customers to buy more,” says Bill Bishop, co-founder of Brick Meets Click, a Barrington, Ill.-based consulting firm. “Amazon wants to invent a brand new distribution system. But they just don’t want to invent it, Amazon wants to own it.”\r\n\r\nLadd expects Amazon’s market share to grow in grocery, but not through an all-out onslaught. Amazon is already the nation’s largest online grocer, even though e-commerce grocery sales currently account for less than 3 percent of grocery and consumable sales. But through its online subscription services, such as its offering of free streaming video and music with a Prime membership, Ladd says Amazon will continue to secure more grocery customers online. At the store level, Ladd believes Amazon will offer exclusive products that can’t be purchased online to get more customers into stores.\r\n\r\nAmazon is also straightening out the technical hiccups it had with Amazon Go, its Seattle-based brick-and-mortar store that allows shoppers to check in via a mobile app, take the products they want and automatically pay upon leaving, all without scanning barcodes or waiting in checkout lines. Amazon may even deploy the technology at its Whole Foods stores.\r\n\r\n<strong>SO WHAT DOES</strong> Amazon’s grocery business mean for private brands in general?\r\n\r\nA boon, perhaps.\r\n\r\nAmazon introduced its first own brands for food and household items in the second half of 2016. The lines include Wickedly Prime, Happy Bear, Presto! and Mama Bear. Wickedly Prime features more premium items, such as soup, nuts, herbal tea, popcorn, chips and and snacks. Happy Bear includes more mainstream items such as water, coffee and seasonings. Presto! features household items like paper towels, toilet paper and detergent. The Mama Bear line offers baby food and snacks and other items for infants.\r\n\r\nThe all-important own-brand exclusive factor is evident, especially in Wickedly Prime items such as organic roasted seaweed snacks, plantain chips and ginger snap-flavored cookie spread. Presto! features many bio-based cleaners, which are innovative and attractive to millennials.\r\nBefore entering grocery — and recognizing that own brands lead to better margins, which result in higher earnings — Amazon had already introduced a slew of private brands in electronics, fashion and other categories. In total, Amazon offers more than 30 private brands.\r\n\r\nMaute believes Amazon is approaching private brands in much the same way that traditional grocers do to drive incremental margins.\r\n“Amazon is saying it has a captive audience that is coming to it for convenience, value and variety, and it will create [grocery] brands that people will love because they love Amazon,” he states.\r\n\r\nWith Whole Foods, Amazon acquired the retailer’s popular 365 Everyday Value, Whole Foods Market and Whole Paws private brands, which Amazon is also selling online. Those private brands added $700 million in sales to Amazon’s own-brand lines, which are expected to generate about $4.3 billion in sales, according to analyst Youssef Squali of SunTrust Robinson Humphrey, in a CNBC news report. By 2022, Amazon should get about $20 billion in revenue from its private-branded products, accounting for about 5 percent of total sales, Squali says.\r\n\r\nLadd says private brands will continue to pose a “gigantic opportunity” for Amazon. Ladd expects Amazon will begin selling its own brands, such as Wickedly Prime, in Whole Foods stores.\r\n\r\n“You will see Amazon put as much of their private label products into those stores as possible because the margins are better, and it’s a good way to differentiate yourself from the competition,” he adds.\r\n\r\nLadd also expects Amazon to continue innovating in grocery private brands.\r\n\r\n“When Amazon enters a category, it does so with an absolute and sincere desire to create high-quality products for customers,” he adds. “Amazon will look for opportunities to enter into even more product lines as long as it can maintain high standards, add value and differentiate its offerings from other private label products on shelves from other retailers.”\r\n\r\nAn advantage that Amazon has online is that it knows its customers well through its extensive data so it can build recommender systems that suggest products to people who visit its website. “Amazon has evolved and improved its recommender engine and today they master this to perfection,” according to Datafloq, a European firm that offers information, insights, knowledge and opportunities to drive innovation through data.\r\n\r\nDiana Sheehan, director of Kantar Retail’s grocery channel research team, says she also expects Amazon will continue to add more food and beverage items to its private brands.\r\n\r\n“But will Amazon do it in new products or will it capitalize on Whole Foods’ established 365 brand? I think that is the big question,” Sheehan adds.\r\n\r\nIf Amazon is going to compete in grocery, “it means competing effectively with a unique and innovative private label offering,” Sheehan notes.\r\n\r\n“As such, I do believe they will continue to invest. They are investing in private brands across the board, and grocery should not be any different,” she adds.\r\n\r\nBishop says store brands in general are “building a head of steam toward the next generation of private label.” He expects Amazon to be part of that next generation.\r\n\r\n“I can’t imagine that Amazon is not going to do something similar as Whole Foods 365 and skip ahead to a highly differentiated aspirational private label line, [which is] just as good but at a lower price,” he says.\r\n\r\n<strong>AMAZON IMMEDIATELY</strong> lowered prices on many Whole Foods’ products on the first day it officially owned the retailer, obviously trying to shed the “Whole Paycheck” label stamped on Whole Foods for its high prices. But what does the future hold for Whole Foods besides Amazon just lowering prices?\r\n\r\nLadd expects Amazon to change the name of Whole Foods in the future to something akin to Amazon Prime Grocery. He also says Amazon needs to change the assortment at Whole Foods stores to make them resemble other major grocers like H-E-B, Albertsons and The Kroger Co.\r\n\r\n“I say that because Whole Foods was a failing retailer when Amazon bought it,” Ladd adds, pointing to Whole Foods’ several consecutive quarters of lost growth before Amazon purchased it.\r\n\r\nAmazon will add more brick-and-mortar stores, but Ladd predicts they will have a different look and format than Whole Foods.\r\n\r\n“It’s in Amazon’s best interest to reimagine the grocery experience in the store as well as reimagining the experience online,” he says.\r\n\r\nTo differentiate itself and bring in more customers, Ladd expects Amazon to create stores that are more in its image, which could mean the stores will also sell Amazon’s private-branded brand electronics and apparel.\r\n\r\n“There is nothing preventing Amazon from building a few hundred more or 1,000 more stores,” he adds.\r\n\r\nLadd also expects that Whole Foods CEO and Founder John Mackey will soon be gone for the business.\r\n\r\n“I think it’s in Amazon’s best interest and the best interest of Mackey if that relationship ends sooner rather than later,” Ladd says. “It’s probably painful for Mackey to watch all the changes that Amazon is going to make and has already made.”\r\n\r\nSheehan calls Amazon “the world’s ultimate catalyst in retail.” But Sheehan also says the industry has seen this before.\r\n\r\n“Every few decades a retailer comes in and changes the game,” Sheehan says. “Twenty-five years ago we were talking about Walmart the same way. Amazon may be the trigger, but technology as a whole is forcing change in retail. This is just about the natural evolution of grocery. Amazon is the player this time, and Walmart was the player 25 years ago. In 25 years there will be another player that shakes things up.”\r\n\r\nOriginally published in <a href=\"https://storebrands.com/amazon-king-jungle\">Store Brands</a>\r\nPhoto courtesy of Store Brands', 'Amazon: King of the Jungle', '', 'inherit', 'closed', 'closed', '', '2302-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2302, 'http://cbx.cappendev.com/2302-revision-v1', 0, 'revision', '', 0),
(2689, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Keys To Private Label Branding:\r\n• Retailers should position private label as a complement to their overall go-to market strategy and as one of the “ways to save” while shopping their store.\r\n\r\n• Ensure that the quality of private label is acceptably high so shoppers do not feel that they are compromising quality to save money.\r\n\r\n• Include fun, interesting, and indulgent items as part of the private label offering. This will generate a positive image of the private brand and encourage trial.\r\n\r\n• Don’t think of private label branding as being different. It has different challenges, but retailers also have different strategies and tactics they can use to build brand than manufacturers do.\r\n\r\n• Differentiation and separation are critical, especially as branding becomes the only point of differentiation between retailers in many cases and as price transparency ensures a more level playing field for national brands.\r\n\r\n• Retailers need to have a deeper understanding of their customers by going beyond traditional insights driven by demographic profiles and getting into the consumer psyche, understanding their needs, wants and desires.\r\n\r\n• Understand the market, your competition, and the dynamics not only of a given category, but also how consumers behave in that category.\r\n\r\n• A retail brand needs to support, enhance and develop the retailers’ desired position in the marketplace.\r\n\r\nLike the human body, when it comes to private label branding, there are many parts and pieces that need to work together to function properly.\r\n\r\nWhen it comes to retailers branding their private labels, there are many parts and pieces that need to work together to function properly, much like the human body.\r\n\r\nMaking The Connection – The Brain \r\n\r\nMaking a connection with customers is a big part of a retailer branding its private label.\r\n\r\nRetailers can enhance their connections with shoppers by leveraging private label, doing things such as including private label products as rewards for in-store games, contests and events, according to Jon Hauptman, partner at Barrington, Ill.-based consulting firm Willard Bishop. “Retailers can also solicit shopper feedback into existing private label products and new types of private label items shoppers would like to see,” he says. “Telling stories about private label, such as team members’ favorite private label products and how they use them, and/or stories about the retailer’s search to find the product and bring it back to their shoppers also can prove beneficial. Stories bring the products and the stores to life, and private label can serve as an outstanding topic for such stories.”\r\n\r\nPrivate brand and marketing used to be oxymoronic, says Carol Spieckerman, president of Bentonville, Ark.-based consulting firm newmarketbuilders.\r\n\r\n“It’s a step in the right direction that retailers are promoting their private brands on their websites and backing that up with event marketing,” she says. “The next phase, which has already started, will be for retailers to leverage insights gleaned from social media to develop brands, not just market them.\r\n\r\n“Unlike traditional POS data, social media gives an unprecedented glimpse into consumers’ activities and interests that will provide powerful insights for private brand creation.” \r\n\r\nIdeally, retailers have a strong brand positioning that also is captured in their private brands, notes Terry Lee, founder of Private Brand Advisors.\r\n\r\n“A good example of this is Trader Joe’s,” he says. “Their retail brand positioning is very clear, and their brand personality is reinforced in their private label in the form of type of products, brand names, product names, and packaging design. This is reinforced in their print vehicles with clever stories about the products.\r\n\r\n“Of course, this requires a retailer to have a strong brand positioning to start with.” \r\n\r\nIt is imperative for retailers to build brands based on consumer insight, says Todd Maute, partner at N. Y.-based CBX.\r\n\r\n“If retailers create, design and merchandise brands that will mean something to the consumer, versus just building brands and products that offer a lower cost in the category, they should be able to create that connection,” he says.\r\n\r\nGet Consumers To See Your Brand As Best – The Eyes \r\n\r\nConsumers have a lot of choices when it comes to brands, so what can you do as a retailer to make them see that your private label brand is the best?\r\n\r\nIncreasingly, presentation and merchandising play a big role because that is the aspect that retailers uniquely control, Spieckerman says.\r\n\r\n“Retailers have an opportunity to look at the entire store as a showcase for their private brands and to develop cohesive, store-wide presentation schemes that tell a story, rather than working category-bycategory,” she says.\r\n\r\nAs with all brands, it starts with having a product that meets a consumer need, Lee adds.\r\n\r\n“Retailers have the opportunity to create products that are targeted towards their specific customer base versus the national audience,” he says. “Creating awareness and trial is critical to the success of a good product. This is where retailers must invest and leverage better the marketing elements they control – for example, in-store, websites, print ads, etc.” \r\n\r\nRetailers can generate interest and trial of their private brands by doing several things, Hauptman says.\r\n\r\n“Highlight private label items at the shelf so they’re easy to find, for example, merchandising them at eye level and ‘over-facing’ to create a banner effect at the shelf,” he says. “Quantify the savings associated with trading to private label versus purchasing corresponding national brands at the shelf via shelf talkers or through basket comparisons at the front of the store. Reduce the risk associated with trying new private label items by sampling private label products in-store, offering a money back guarantee on private label items, and highlighting private label items that are top-sellers in their categories.”\r\n\r\nRetailers also don’t truly understand the value of great design, Maute adds.\r\n\r\n“Many companies have built their entire business on great design and clearly defined brand strategies,” he says. “A consumer’s reason to believe and behavior in a given category vary differently. Consumers’ purchase intent in cereal varies greatly from that in frozen commodities. Understanding that behavior will allow retailers to effectively create relevant brands and appealing designs that will attract consumers.\r\n\r\n“Additionally, retailers need to understand that packaging is not the only key driver in stimulating purchase intent at the shelf. Merchandising your brands in a proud and relevant way will present the brands role and purpose and stimulate trial. Smart pricing, promotion, and even store design will also enhance the perceived value and essence of that brand.” \r\n\r\nVarious Brands Should Be Connected – The Muscles \r\n\r\nIt’s extremely important to have all private label brands connected under a single program that shoppers understand, Hauptman says, and that is particularly important for retailers with a three- or four-brand private label offering with national brand equivalent items flanked by valuetier items on the low price side and premium and/or natural and organic items on the upper-tier side.\r\n\r\n“That way they’ll give the retailer full credit for their interesting and budget-stretching private label products,” he says.\r\n\r\nSpieckerman also says it’s important for retailers to maintain cohesion. And based on the portfolio pairings and adjustments that retailers have embarked upon, particularly in the drug channel, they obviously see the need for it.\r\n\r\nHowever, Maute says he’s not sure it’s critically important to have cohesion when it comes to their various tiers/subgroups of private label brands.\r\n\r\n“Each brand should speak to a consumer target or business objective directly, and sometimes these drivers will vary greatly,” he says. “I also don’t think that retailers should just build brands driven by product attributes or quality levels. This approach means that the product’s driving the development versus the customer need.\r\n\r\n“We recommend an approach that focuses on developing brands that you can win with in key areas of business, others that you can differentiate with, and others that you can compete with. Depending on the target customer or category, the role of the private label brand will vary.\r\n\r\n“Retailers should be developing brands that meet a business objective both quantitatively and qualitatively … this may not always be driven by traditional tiering methodologies.”\r\n\r\nHave A Consistent And Compelling Brand Voice – The Mouth \r\n\r\nTo have a consistent and compelling brand voice, retailers need to understand the role that private brands play within their business.\r\n\r\nUnderstanding their role is complicated, but critical, Spieckerman says. She says the most important part is a willingness to change and not get entrenched.\r\n\r\n“Private brands are powerful and unique advantages for retailers, and as they expand their physical and digital platforms, the opportunity to build equity and affinity for them has never been greater,” she says.\r\n\r\nIn many retailers, private brand programs still play the role of a source of products with greater margins compared with national or regional brands, Lee says.\r\n\r\n“These retailers are failing to leverage their programs to deliver greater value by utilizing it as a major piece of a retailer’s efforts to build an overall brand image that differentiates it from its competitors,” he says.\r\n\r\nIf a retailer has a good understanding of who they want to be, what their brand stands for and what differentiates them from the competition, they easily can integrate a structured go-to-market strategy that will help support that desired position.\r\n\r\nFind A Spirit To Fuel Your Brand – The Heart \r\n\r\nThere are some retailers that really put their heart into it and take a unique approach to private label branding.\r\n\r\nSome retailers that stand out for their private label branding are Safeway, Duane Reade, Walgreens and Tesco.\r\n\r\n“Safeway has done a great job with building brands on consumer insight and need,” Maute says. “Brands such as moms to mom, Open Nature and Eating Right, all appeal to a different consumer based on the life stage or need in the category.” \r\n\r\nAlthough not necessarily new, retailers are becoming more sophisticated in creating brands that are most targeted within categories or consumer segments, Lee says.\r\n\r\n“They are moving away from utilizing ‘banner brands’ and creating brands that are tightly targeted,” he says. “CVS for example, created the Nuance Salma Hayek brand that is a combination of a well-known brand, Salma Hayek, and the word Nuance, which is very beauty category specific.”\r\n\r\nFairway Market in New York leverages its Fairway Market private label brand to set a high quality tone in their stores, Hauptman says.\r\n\r\n“Their Fairway Market brand items are unique, high-quality, signature products that are positioned as different and better than traditional national brands, thereby reinforcing the retailer’s high-quality, wide variety image,” he says.\r\n\r\nThe basics of creating retailer owned brands are almost identical to the basics of creating any brand, says Christopher Durham, founder of myprivatebrand.com.\r\n\r\n“The real key is understanding the opportunities for retailers to build brands with significantly larger and more compelling consumer propositions than national brand manufacturers,” he says. “No matter how well a manufacturer knows its consumer, the brands they create are still restricted by the products they manufacture. Retailers have the ability to source any product at any quality level from anywhere in the world and to create a brand that truly solves [the consumer’s] problems.” \r\n\r\nAdditionally, retailers must understand who they are and what makes them different and unique, Durham says. They must understand that price and selection are not differentiators, and to be successful, they must create a brand that engages consumers in their hearts as well as their wallets.\r\n\r\n“If they cannot articulate that difference, consumers will not engage with them as anything more than the generic grocer or corner drugstore that they are,” he says. “Once this is established, a robust portfolio of private brands may have brands that reinforce the overarching retail positioning, or it may have brands that add to the original retail positioning.\r\n\r\n“Ultimately, the retailer must ask himself or herself what roles each brand will play in their portfolio and how much they will invest to bring that role to life.”\r\n\r\n“Although there has been a lot of talk over the last few years about private label and the quality and pricing of its products, the vast majority of retailers are simply doing a better job with their private labels – they are not creating brands,” says Christopher Durham, founder of myprivatebrand.com. “Prominent exceptions include Tul at OfficeMax, The Snack Artist at Safeway, and the upcoming Threshold at Target.”</p>\r\n\r\n<a href=\"http://digital.bnpmedia.com/display_article.php?id=1128277\" target=\"_blank\">http://digital.bnpmedia.com/display_article.php?id=1128277</a>', 'Anatomy Of Private Label Branding', '', 'inherit', 'closed', 'closed', '', '1667-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1667, 'http://cbx.cappendev.com/1667-revision-v1', 0, 'revision', '', 0),
(2690, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Veteran retail, hospitality, airport and commercial facilities architect and designer Anthony Deen has joined brand agency and retail design consultancy CBX as Creative Director, Branded Environments.\r\nIn his position, Deen will partner with senior management in shaping the vision for retail, restaurant, hospitality and commercial clients’ branded environments that are relevant in the marketplace. He reports to Rick Barrack, Founding Partner &amp; Chief Creative Officer.\r\n\r\nDeen comes to CBX from Landor, a brand consulting and design firm in New York City, where he was Creative Director, Environment Design since 2011. In that position, he served as practice leader in branded environments and created award-winning designs for clients such as Barclays, the Central Park Conservancy, the Port Authority of New York and New Jersey, and The World Trade Center. Deen’s work for Central Park garnered a Cannes Gold Lion, and Gold Award at the International Design Awards and a GOOD Green Design award among others.\r\n\r\nPrior to Landor, Deen was a Senior Design Director and Senior Associate at TPG Architecture, New York, N.Y., where he served as studio and design lead for airport, retail and hospitality clients. From 2003-2007, he worked at Rockwell Group, New York, N.Y. as a Senior Architect and Associate responsible for design and project oversight for clients such as FAO Schwarz, JetBlue Airways, Macy’s, and the W Hotel Group. Earlier in his career, he served as Vice President of Retail Design and Brand Development for Virgin Entertainment Group, Los Angeles. In that role, he served as store design lead for Richard Branson’s megastore chain in North America, with responsibility for the look and feel of the U.S. stores.\r\n\r\nDeen is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology, where he cofounded and directed the school’s Design and Technology graduate program.\r\n\r\nA resident of Brooklyn, N.Y., Deen holds a Masters of Architecture from the Parsons School of Design and a Bachelor of Fine Arts from The Cooper Union For the Advancement of Science and Art, Schools of Art and Architecture.\r\n\r\nAlso seen in:\r\n<a href=\"http://www.chainstoreage.com/article/cbx-taps-anthony-deen-creative-director-branded-environments\" target=\"_blank\">Chain Store Age\r\n</a><a href=\"http://insights.retailenvironments.org/2015/06/16/anthony-deen-joins-cbx-as-creative-director/\" target=\"_blank\">Retail Environments\r\n</a><a href=\"http://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766181?ana=e_potm_thx&amp;ana=e_notification_potmhttp://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766181?ana=e_potm_thx&amp;ana=e_notification_potm\" target=\"_blank\">New York Business Journal\r\n</a><a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/CBX-Names-New-Creative-Director-Branded-Environments-13572.shtml?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Template_Daily_070115%20(1)\" target=\"_blank\">design:retail</a>', 'Anthony Deen Joins CBX as Creative Director, Branded Environments', '', 'inherit', 'closed', 'closed', '', '2112-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2112, 'http://cbx.cappendev.com/2112-revision-v1', 0, 'revision', '', 0),
(2691, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<strong>Stark, unattractive value-tier packaging design is losing favor with customers.</strong>\r\nOne-third of consumers consciously seek out private label products to save money, states Chicago-based IRI in its January 2015 report \"Private Label &amp; National Brands: Dialing in on Core Shoppers.\" More than five years after the official end of the Great Recession, consumers continue to search for affordable grocery options, and nearly half (46 percent) of consumers say they are planning to purchase affordable brands more frequently in the coming year. For this reason, many retailers have started to give their opening-price-point private brands greater attention.\r\n\r\nTodd Maute, a partner with New York-based CBX, agrees that there has been a \"recent resurgence\" in value-tier products.\r\n\r\n\"They are being treated more strategically than they have been in the past,\" he says, especially when it comes to their packaging design. Typically, standard value-tier packaging was \"basic\" and \"cheap\" looking because retailers wanted to convey to consumers that the product was inexpensive. However, recent private brand packaging redesigns and opening-price-point brand introductions indicate that retailers are changing the way they present their value tier to consumers.', 'Anything But Basic', '', 'inherit', 'closed', 'closed', '', '2219-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2219, 'http://cbx.cappendev.com/2219-revision-v1', 0, 'revision', '', 0),
(2692, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'By Brian M.\r\nBrand agency author suggests putting the patient at the center of pharmaceutical product/package design rather than the condition.\r\n\r\nThe drugs and therapies developed by pharmaceutical [companies] often fail to meet expectations, and not just because of their formulations, dosing regimens, or side effects. They fail because the industry at large operates in a way that still believes that once the drug is approved by the FDA, makes it to a pharmacist\'s dispensary, and is accompanied by a rockstar ad campaign, the job is done.\r\n\r\nAnd to be fair it is a long haul from discovery to approval—anywhere from 12 to 20 years and up to $1BB. But that\'s precisely when the critical job of connecting with people—motivating, inspiring, educating, and cajoling them into following their treatment regimen—begins.\r\n\r\nAfter all, what good to anybody is an untaken drug? Not to the pharmaceutical [industry], which loses an estimated $188 BB in revenue in the U.S. alone,[1] and not to patients and their payers who spend $290 BB[2] on otherwise unnecessary medical care as a result of untaken drugs. More unfortunate is the added irony that the very skills and processes of laboratory science that are foundational to developing these new drugs for patients are antithetical to the making of empathetic connections with people.\r\n\r\nIt used to be called compliance, and today, professional caregivers still speak of a patient\'s “non-compliance\" with a recommended therapy. In another era, doctors alone had the last word on what was best for the patient. But new philosophies for approaching holistic patient care, patient bills of rights, and the growth of technologies that ping, call, and nag us to take our medicine have converged to make compliance not just paternalistic, but dated.\r\n\r\nToday, the term of choice for those in the know is adherence. It\'s a more accurate term in its nuanced understanding of the balance of power between prescriber and prescribee. We are no longer compliant to another\'s orders, we are adherent—we literally stick—to the agreed to plan. If there were a scale that measured warm and fuzzies, adherence would barely register much higher than compliance. It almost sounds like it was produced on the same machine that spits out the pills we have been prescribed. Adherence XQ, the pill that helps you take your other pills.\r\n\r\nUltimately, what word we use to describe it is less important than how we define it. Commonly we shorthand it by thinking of it as simply “remembering to take our meds,” but there\'s more to it than that.\r\n\r\nTake, for example, The Adherence Estimator®,[3] a three-item scale that is useful in predicting any given patient\'s propensity for intentional non-adherence: How convinced am I that this med is important? How concerned am I that it is harming me in some way? Is it going to be too painful to my wallet? Its cousin, unintentional non-adherence, also a clinically cold mouthful, covers plain old forgetfulness, accidentally taking a med the wrong way, or at the wrong time, or storing it incorrectly, all of which lead to reduced overall adherence.[4]\r\n\r\nShouldn’t we also include all of the gradations of our messy, real lives? The moments that may not be completely thought out but are more semi-conscious? Call it spontaneous non-adherence, like when you get an unexpected, unpleasant reaction, which albeit is within normal range but freaks the beans out of you causing you to chuck the rest in trash?\r\n\r\nIntentional, yes, but not really intended. Or it tastes bad or depresses you or there’s a social stigma attached to your diagnosis or its packaging is just a pain in the glutes.\r\n\r\nHow about we continue the work of evolving adherence by drawing on the tools of brand development? For starters, we can begin to think of patients as consumers and approach adherence much like consumer brands would approach retention or loyalty.\r\n\r\nJust as Starbucks defines coffee as everything that goes on around the actual cup of joe, let’s define adherence holistically.\r\n\r\nLet\'s define adherence from a consumer-first point ov view as: any barrier that will get in the way of a consumer’s well-being and best interests. Cost and education, for sure. Imperfect memories, you bet. But let’s also add to that the realities of our hectic lives, cultural dynamics, and throw in a general mistrust of “Big Pharma” for good measure. Let’s make it about them and their real lives, not just a hypothesis on what’s preventing them from achieving their best selves.\r\n\r\nJust as Help Remedies thinks of the person first when designing its products, let’s put the person at the center of the process, not the disease.\r\n\r\nLet’s reframe how we address the entire arc of drug development: from targeting a disease to marketing a brand-name pharmaceutical. Keep in mind that a drug is not just the unpronounceable chemical compound in small print. It’s also the What (form), the When (frequency) and the How Much (dose), all the stuff that we need to be able to incorporate into our lives. Let’s aim to develop solutions that are based on the person and not solely the condition.\r\n\r\nJust as Method Home designs décor you want to display first and household cleaners you need to use second, let’s aim to fit into our patients’ lives.\r\n\r\nLet’s really understand their lives not as patients but as people whose identities are only partially defined by whatever ails them. What motivates them? What do they think and feel about their lives? What hopes and dreams do they have? How do they live their day to day? What makes them feel whole? Let’s aim to fit into their lives instead of asking them to adhere to a new, incremental behavior.\r\n\r\nJust as Blueprint Cleanse connects to our desire to socialize dieting, let’s find a way to connect with our consumers’ deeper motivations.\r\n\r\nLet\'s look beyond the rational, cognitive drivers of adherence, what we consciously agree to, what we say we understand, what we promise to do but then somehow don\'t for no reason at all. Let’s consider how emotional, non-verbal arguments can be made with design and the language of form so that we only design brands that connect with people emotionally and get invited into their lives, brands that say, “You’re doing great, Good Job, Keep Going!”\r\n\r\nLet’s build brands, not just drugs. Let’s help people help themselves. Let’s solve holistically.\r\n\r\n<strong>References:</strong>\r\n<em>[1] Capgemini Consulting: Estimated Annual Pharmaceutical Revenue Loss Due to Medication Non-Adherence, 2012\r\n[2] New England Healthcare Institute: Thinking Outside the Pillbox: A System-wide Approach to Improving Patient Medication Adherence for Chronic Disease, 2009.\r\n[3] Merck Sharp &amp; Dohme Corp, 2008\r\n[4] Gadkari and McHorney: Unintentional non-adherence to chronic prescription medications: How unintentional is it really? BMC Health Services Research 2012 12:98</em>\r\n\r\nRead more: <a href=\"http://www.healthcarepackaging.com/package-feature/safety/approaching-patient-adherence-challenges-through-consumer-lens\" target=\"_blank\">www.healthcarepackaging.com/package-feature/safety/approaching-patient-adherence-challenges-through-consumer-lens</a>', 'Approaching Patient Adherence Challenges Through a Consumer Lens', '', 'inherit', 'closed', 'closed', '', '1938-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1938, 'http://cbx.cappendev.com/1938-revision-v1', 0, 'revision', '', 0),
(2693, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Every year, millions of people shop at Walmart -- but few of them are as inspired by what they find in the aisles as artist Brendan O\'Connell. O\'Connell, who has been the focus of several TV news segments and magazine articles, has been painting on canvas what he finds there: everyday household products like JIF peanut butter, Velveeta cheese and Wonder bread, as well as the people who go there to purchase them. O\'Connell\'s subject matter is not dissimilar from that of Andy Warhol, another artist who made a career out of portraying the designs that our agency, and others like it, spend days and late nights creating as art. But do we -- or even the brands that engage us -- get any benefit or credit (or even compensation) from Mr. O\'Connell for the subject matter that so inspired him?\r\nIn the age of Pinterest, Instagram, YouTube, et al., there seems to be an ever-growing blur between art and commerce. Except for when it comes to the business (i.e., the money part) behind the creativity. There the lines become pretty black and white. While artists -- like illustrators, photographers and musicians -- who develop commercial materials continue to leverage business concepts around copyright usage and the like (Shutterstock founder Jon Oringer just made the billionaire\'s club), clients have put more and more demands on agencies in order to get the work they want for the price they want. Agencies generally perform under \'work for hire,\' relinquishing ownership over final creative product (online you can get it for $399). It\'s a competitive environment, but creativity, at least quality creativity, continues to be commoditized.\r\n\r\nCan anyone really divine how long it will take to develop a logo? More importantly, what will its worth be in market? One of my idols, the agency legend David Ogilvy, once advised prospective clients to \"insist on paying 16% to your agency [ed. note: 15% commission was once a standard in advertising]. The extra 1% won\'t kill you...and you will get better service.\" I couldn\'t agree more -- but then again, I\'m the agency.\r\n\r\nRead more: &lt;a href=\"www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html\" target=\"_blank\"&gt;www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html&lt;/a&gt;\r\n\r\n&amp;nbsp;', 'Art vs. Commerce', '', 'inherit', 'closed', 'closed', '', '1914-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1914, 'http://cbx.cappendev.com/1914-revision-v1', 0, 'revision', '', 0),
(2694, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>Despite the beleaguered stock market, Duane Reade is turning to Wall Street to make a profit.\r\nOn Wednesday, the chain will open a roughly 22,000-square-foot pharmacy in the Trump Building at 40 Wall Street. Joe Magnacca, president of Duane Reade and Everyday Living Solutions at the Walgreen Company, which owns Duane Reade, said it is the largest Duane Reade ever built.\r\n\r\nThe drugstore occupies 40 Wall Street’s cavernous old bank space, with vaulted ceilings rising two stories above the marble floor. It includes opulent amenities like a hair salon for shampoos, blow dries and blowouts; a nail bar for manicures and massages; a pharmacy with a doctor on hand for consultation during the week; and a grocery market featuring sushi and smoothie bars. There is also a stock ticker.\r\n\r\nThe Wall Street store’s extensive services are an attempt to rethink the American pharmacy model, which Mr. Magnacca said “hasn’t changed much since the removal of soda fountains 50 years ago.”\r\n\r\n“We believe it’s the most exciting drugstore in the world,” he said in an interview last week.\r\n\r\nMr. Magnacca said this Duane Reade cost around 20 percent more than usual to build. It is the company’s latest effort to custom-fit a store to the surrounding neighborhood, a strategy that has touched off controversy in the past. One that opened last year on Bedford Avenue in Williamsburg, Brooklyn, drew threats of a boycott from residents who feared it would force out independent pharmacies and homogenize the neighborhood.\r\n\r\nBut the Williamsburg store, which features a bar that sells 64-ounce bottles of beer called growlers, proved so popular that Duane Reade adopted the growler bar at a second pharmacy on the Upper West Side.\r\n\r\nMr. Magnacca said the new store was designed to preserve relics like black marble columns and gilded escalators from 40 Wall Street’s former life as the Bank of Manhattan Trust Building. He said he did not think financial district customers would see this Duane Reade as an encroachment; after all, there are already 14 locations around the neighborhood.\r\n\r\nMichael Fram and Tom McDonnell, who work at 40 Wall Street, were chatting outside the building Thursday afternoon. Both men said they were unaware that the store was opening, despite the gigantic banners that flapped directly overhead. Told of its arrival, they said they thought the store would be convenient, but they were not sure they would go there for lunch.\r\n\r\n“I don’t know about the sushi,” Mr. Fram said. “I’d have to smell it first. But I’ll try anything once.”\r\n\r\n<a href=\"http://cityroom.blogs.nytimes.com/2011/07/05/at-duane-reades-newest-outpost-sushi-and-hairstyling/\" target=\"_blank\">http://cityroom.blogs.nytimes.com/2011/07/05/at-duane-reades-newest-outpost-sushi-and-hairstyling/</a>', 'At Duane Reade’s Newest Outpost, Sushi and Hairstyling', '', 'inherit', 'closed', 'closed', '', '1753-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1753, 'http://cbx.cappendev.com/1753-revision-v1', 0, 'revision', '', 0),
(2695, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Argentinean Company\'s Award-Winning Concept Focuses on Creating a Genuine Cafe Experience</strong>\r\nAXION energy Argentina, headquartered in Buenos Aires, is rolling out a new and distinctive convenience store design created by CBX, the brand agency and retail design consultancy based here. The design just took first place honors in the convenience store category in VMSD magazine\'s annual Retail Renovation Competition, published in September.\r\n\r\nCBX\'s creation of AXION\'s Spot! Café concept marked a departure from the usual c-store development process. Recognizing the strong European cultural and social influence in Argentina, CBX decided to make an authentic café experience the main focus of the shop, with the convenience retail component secondary.\r\n\r\n\"During our research, we discovered that one aspect of the European influence in Argentina is the common practice of socializing over a cup of coffee or espresso a number of times a day,\" explained Joseph Bona, CBX president of branded environments. \"We also found that many of the country\'s convenience stores have seating areas and people often go to them to have their cup of espresso and then go on their way, without buying any food.\"\r\n\r\nAs a result, the CBX approach changed the focus of the shop. \"We felt there was an opportunity for the client to differentiate itself by making the shop not a typical c-store selling food and coffee, but instead creating a modern, state-of-the-art café that also offers an assortment of convenience products. So, the project really became all about creating a genuine café experience.\"\r\n\r\nAXION energy is a subsidiary of Bridas Corp., which acquired the assets of Esso Petrolra Argentina, the fuel distribution and retail subsidiary of Exxon Mobil Corp., in 2012. The company operates 700 fuel centers in Argentina, Uruguay and Paraguay. In the wake of the acquisition, along with its new identity, the company created a striking, ultra-contemporary forecourt design that CBX used as part of its inspiration in designing the shop.\r\n\r\nCBX created a retail brand identity for the shop with a high-impact sense of place. Both the exterior and interior designs for Spot! Café leverage the bright, cheerful color palette of the AXION forecourt, while the floor-to-ceiling glass storefront showcases what awaits the customer inside.\r\n\r\n\"We took a number of cues from the AXION brand design,\" Bona, a veteran c-store designer, elaborated. \"In addition to the colors, we took one leg of the \"X\" logo symbol of Axion and converted it into an architectural detail that highlights the store entrance.\"\r\n\r\nIn order to establish the primacy of the café experience, the layout separates the store and café as distinct sectors. Communal tables and outdoor patio seating help reinforce a sense of community and compliment the traditional café seating, which also includes club chairs. Digital menu boards, meanwhile, not only allow easy time-of-day menu changes but also underline the high-tech modern design throughout.\r\n\r\nThe flagship prototype facility debuted in October 2014 on Avenida Del Libertador y Salguero in Buenos Aires and the company had opened 15 additional locations in Argentina by mid-August. According to the company, sales at the flagship store were up 12% in the first nine months of operation, while gross profit grew an impressive 23%.\r\n\r\n\"We had to have a specific solution for the modern convenience store shopper, and we wanted to build the best breakfast experience in town,\" says Claudio Freue, Marketing Director, AXION energy. \"The selection of products was chosen carefully, placing special emphasis on providing our shoppers with healthy options.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://www.petrolplaza.com/news/industry/MiZlbiYxOTA3NCYmMSYzMCYx\" target=\"_blank\">PetrolPlaza</a>', 'Axion Energy Rolls Out C-Store Prototype Design Created by CBX', '', 'inherit', 'closed', 'closed', '', '2136-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2136, 'http://cbx.cappendev.com/2136-revision-v1', 0, 'revision', '', 0);
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(2696, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'A new line of organic beans is breaking through the \"sea of sameness\" in the organic shelf-stable vegetables category through the use of a stand-up pouch decorated with fresh and fun illustrations. The five varieties of beans in pouches were launched by startup company Green Valley Foods, LLC out of Salem, OR, in October 2015 along with four canned bean varieties, one canned pumpkin product, and three canned seasonal vegetables - all with the same lively graphics.\r\n\"Green Valley wanted to create packaging that disrupted the aisle, but also captured a younger, health-conscious audience: the adventurous, better-for-you Millennial Mom,\" says Pete Chieffo, Associate Creative Director for CBX, the firm responsible for designing the package graphics. \"The canned category relied on a gritty, natural palette of earth tones and farm cues. While these cue the natural organic aspect shoppers are looking for, there wasn\'t anything that spoke to our target\'s desire to make food fun and creative for her family.\"\r\n\r\nThrough research involving both East and West Coast Millennial Moms, Green Valley and CBX learned that organics had changed over the past several years, \"with Millennials expecting their organic brands to match their optimistic and adventurous lifestyle, rather than traditional organic category cues,\" says Chieffo.\r\n\r\nAdds CBX CEO and Managing Partner Gregg S. Lipman, \"We saw that there was an opportunity here for something innovative and differentiated. The \'classic\' organic cures were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\r\n\r\nThe first and greatest differentiator is the use of a 15.5-oz stand-up pouch with a tear notch at the top for five varieties of beans. Graphics for the pouches and cans include illustrations of a green valley, vibrant veggies, and purple mountains, topped by a yellow sun orb, along with simple typography. \"We wanted the fonts to feel hand-drawn with character, right from the farmer\'s hand,\" Chieffo says. \"The depiction of the beans and veggies was a take on \'farm to table,\' with a modern edge, elevating the product with a top-down shot.\" The back of the packages contain recipes.\r\n\r\nOriginally published by <a href=\"http://www.packworld.com/sites/default/files/digital_edition/AprilPW2016/PW0416_combined_opt/index.html\" target=\"_blank\">Packaging World</a>', 'Bean Pouches Present a New Take on Organics', '', 'inherit', 'closed', 'closed', '', '2179-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2179, 'http://cbx.cappendev.com/2179-revision-v1', 0, 'revision', '', 0),
(2697, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>TERRA® CHIPS INTRODUCES NEW LOOK FOR ITS ICONIC BLACK BAGNew Packaging Design to Spotlight Unique Root Vegetables in Every Bag</strong>\r\n\r\nLake Success, NY, March 4, 2014—The Hain Celestial Group, Inc. (NASDAQ: HAIN), a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha squash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: <a href=\"http://www.thedieline.com/blog/2014/3/24/before-after-terra-chips\" target=\"_blank\">www.thedieline.com/blog/2014/3/24/before-after-terra-chips</a>', 'Before & After: Terra Chips', '', 'inherit', 'closed', 'closed', '', '1939-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1939, 'http://cbx.cappendev.com/1939-revision-v1', 0, 'revision', '', 0),
(2698, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'I’m 10 minutes early for my interview with Rick Barrack as my cab pulls up to the East 21st Street office of CBX in Manhattan. He is standing outside, about a building or so away from the entrance; we haven’t met prior, and he looks to be enjoying his moment in the sun, so I leave him to it and go inside.CBX is one of my clients through my day job at Inwork, so I know the drill. The elevator opens into a second floor hallway, where I buzz through an enormous glass door leading to their lobby.\r\n</br>\r\n<img class=\"wp-image-5574 alignleft\" title=\"1212 MP InsideTheStudio_1\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_1.jpg\" alt=\"\" width=\"620\" height=\"412\" />\r\n\r\nI’ve been here before, but I’ve never had opportunity to meet Rick, the agency co-founder —and mention-worthy— one of Fast Company\'s “100 Most Creative People in Business.” I’m curious to hear more about what makes CBX tick, Rick’s business philosophy, and how his teams support it.\r\n</br>\r\n<img class=\"wp-image-5575 alignleft\" title=\"1212 MP InsideTheStudio_2\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_2.jpg\" alt=\"\" width=\"620\" height=\"409\" />\r\n<em><span style=\"color: #808080;\">Wildly impressive and understated all at once, the CBX “Big Red Curtain\".</span></em>\r\n</br>\r\nI am welcomed by the receptionist, who is sitting behind a crescent antique desk of dubious yet stately origin. She is sitting before a red velvet curtain worthy of a 1930s Zeigfield stage production, above which is a glittering crystal chandelier.\r\nIt’s a stunning first impression, dramatic still upon repeat visits. I am offered a seat, but prefer to take a few minutes to poke around the lobby. It is littered with rustic relics, a Persian rug, a frat-house “dream chair” constructed from as-yet-untapped Bud Light 12-Packs, a giant, weathered garage door, and a 1920s shopping cart—which is super cool, but looks far too tiny to be very useful to my 2012 consumer eye.\r\n</br>\r\n<img class=\" wp-image-5576 alignleft\" title=\"1212 MP InsideTheStudio_3\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_3.jpg\" alt=\"\" width=\"619\" height=\"412\" />\r\n<em><span style=\"color: #808080;\">The Garage.</span></em>\r\n</br>\r\n<p style=\"text-align: left;\">The space is nothing short of eclectic theatre—a sophisticated carnival vibe, a calculated amalgam of “high and low” put on by CBX aesthetes who knew exactly what they were doing.</p>\r\n</br>\r\n<img class=\"wp-image-5577\" title=\"1212 MP InsideTheStudio_4\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_4.jpg\" alt=\"\" width=\"619\" height=\"913\" />\r\nAs Rick enters the room, I’m taken by his ease. He has the inviting air of someone comfortable in his own skin, without a hint of pretense. His greeting mimics the sentiments artfully rendered in chalk on the west-facing wall, which serve as CBX’s cultural touchstones: “Straight Talk,” “Dirty Hands,” “Hello There,” “Come Right In,” “Have a Seat!” “Welcome One &amp; All”.\r\n</br>\r\n<img class=\"wp-image-5578 alignleft\" title=\"1212 MP InsideTheStudio_5\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_5.jpg\" alt=\"\" width=\"620\" height=\"1050\" />\r\n<em><span style=\"color: #808080;\">Joe Violante: Executive Creative Director, Rick Barrack: CCO, Allison Koller: Creative Director.</span></em>\r\n</br>\r\nThere are no fake smiles here and certainly no finger guns (except in jest).\r\nWhile many of the questions posed are admittedly self-indulgent, I come away with some golden nuggets about what sets the tone at CBX.\r\nThe first thing I noticed stepping behind the “big red curtain” and walking into the belly of the whale are workstations with obligatory “dividers.” However, they are significantly lower than those in most offices, and surrounded by walls of image galleries, which are visible everywhere in the room.\r\n</br>\r\n<p style=\"text-align: center;\"><img class=\"wp-image-5579 alignleft\" title=\"1212 MP InsideTheStudio_6\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_6.jpg\" alt=\"\" width=\"620\" height=\"412\" /></p>\r\n<img class=\"wp-image-5580 alignleft\" title=\"1212 MP InsideTheStudio_7\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_7.jpg\" alt=\"\" width=\"620\" height=\"410\" />\r\n\r\n<img class=\"wp-image-5581 alignleft\" title=\"1212 MP InsideTheStudio_8\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_8.jpg\" alt=\"\" width=\"620\" height=\"411\" />\r\n\r\nProjects in progress are not just living on computer screens or tucked away in folders. Design iterations, their alternatives and various components are on display for all employees to see. For larger and more complicated initiatives, formalized ”Immersion Rooms” are dedicated to discovering a given brand’s past, present, and potential future, in depth.\r\n</br>\r\n<p style=\"text-align: center;\"><img class=\"wp-image-5582 alignleft\" title=\"1212 MP InsideTheStudio_9\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_9.jpg\" alt=\"\" width=\"620\" height=\"411\" /></p>\r\nThe overriding theme here is transparency—right down to the clear corrugated plastic walls of the door-less immersion rooms. Intelligence is a shared, and readily exchanged commodity across different brand teams and open to interdisciplinary exchanges that could not take place otherwise.\r\n</br>\r\n<img class=\"wp-image-5583 alignleft\" title=\"1212 MP InsideTheStudio_10\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_10.jpg\" alt=\"\" width=\"620\" height=\"765\" />\r\n\r\n<img class=\"wp-image-5584 alignleft\" title=\"1212 MP InsideTheStudio_11\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_11.jpg\" alt=\"\" width=\"621\" height=\"414\" />\r\n\r\n<img class=\"wp-image-5585 alignleft\" title=\"1212 MP InsideTheStudio_12\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_12.jpg\" alt=\"\" width=\"619\" height=\"409\" />\r\n\r\n<em><span style=\"color: #808080;\">Info sharing is second nature. Pinboards extend well into CBX’s kitchen.</span></em>\r\n</br>\r\n<strong>You’ve heard the old cliché “There is no “I” in team.” Well, CBX uses this language and they really, REALLY mean it.</strong>\r\n\r\n<img class=\"wp-image-5586 alignleft\" title=\"1212 MP InsideTheStudio_13\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_13.jpg\" alt=\"\" width=\"620\" height=\"417\" />\r\n\r\nCBX teams are like pro-racing pit crews and its no surprise, given Rick himself, is a dedicated auto enthusiast and Indy 500 aficionado.\r\n</br>\r\nThe teams have a “crew chief” who is instrumental in assigning specialists from their multidisciplinary talent pool. Great care is taken to match the right CBX resource to the proper client. Think “the right tool for the right job.”\r\n</br>\r\nTeam communication is centralized; they’re all “on the radio” listening to the race progress, keeping in constant contact, so when a driver pulls into the pit and it’s time to get to work, nothing goes unconsidered or unresolved.\r\nYou see plenty of “dirty hands” here, and you’ll never find them idle. Even though it’s not stated explicitly, it seems very clearly ingrained in the culture that failure is not an option on CBX’s watch.\r\n</br>\r\nBut it’s not just about “winning” with this crew, it’s as much about performance. That is to say, if your brand were Humpty Dumpty, and he were to fall off a wall, CBX’s brand zealots would rally around and put you back together again--only, you’d emerge having a shell more akin to Titanium-Kevlar, than calcium composite, and CBXers would have likely souped it up with an aftermarket anti-gravity device just to be 100% sure you never fell off that bloomin’ wall again.\r\n</br>\r\nThat’s just what CBX does.\r\n</br>\r\n<img class=\"wp-image-5587 alignleft\" title=\"1212 MP InsideTheStudio_14\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_14.jpg\" alt=\"\" width=\"620\" height=\"413\" />\r\n<strong>An exemplary outcome at the hands of this CBX teamwork, in collaboration with Joe Jackman, can be easily seen in their brand renovation of Duane Reade.</strong>\r\n</br>\r\nThe Duane Reade initiative, “New York Living Made Easy” was a multi-faceted brief requiring a complete reinvention of the Duane Reade drugstore concept. Under the brief’s umbrella lay a mission to rebrand four Duane Reade private label brands, and fundamentally elevate the in-store experience to one that was nothing less than channel-changing.\r\nCBX nailed it.\r\nAfter all, how many drugstores offer you unexpected touches like a frozen yogurt bar, a sushi bar, or a growler bar, all of which are targeted to the needs and demands of any given store location’s specific neighborhood clientele.\r\n</br>\r\n<img class=\"wp-image-5588 alignleft\" title=\"1212 MP InsideTheStudio_15\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_15.jpg\" alt=\"\" width=\"620\" height=\"436\" />\r\n\r\n<img class=\"wp-image-5589 alignleft\" title=\"1212 MP InsideTheStudio_16\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_16.jpg\" alt=\"\" width=\"620\" height=\"410\" />\r\n\r\n<img class=\"wp-image-5590 alignleft\" title=\"1212 MP InsideTheStudio_17\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_17.jpg\" alt=\"\" width=\"619\" height=\"366\" />\r\n\r\n<img class=\"wp-image-5591 alignleft\" title=\"1212 MP InsideTheStudio_18\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_18.jpg\" alt=\"\" width=\"620\" height=\"415\" />\r\n\r\n<img class=\"wp-image-5592 alignleft\" title=\"1212 MP InsideTheStudio_19\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_19.jpg\" alt=\"\" width=\"620\" height=\"369\" />\r\n\r\n<strong>I asked Rick to share a little about Duane Reade as he sees it -- an interesting case study in immersion.</strong>\r\n</br>\r\n<strong>RB:</strong> “They (DR) came to us because of our NY chops--a small agency that could be nimble while also having the capability to address the massiveness of the initiative.\r\nBut most importantly what was really interesting is, from a cultural perspective, we’re often asked to put our “New Yorkness” in our back pocket in order to appeal to Omaha and Ohio and Florida, and so on so forth…\r\nIn this case they (DR) actually asked us to step out of that, and get back to NY, and celebrate our New Yorkness. So we were really able to let it fly, completely let it fly—I mean, they gave us full liberty to partner with them on their vision of what Duane Reade could be.\r\nThey were great. Great partners and great clients who allowed us the liberty to do what we do best and trusted us in helping them navigate down the garden path.”\r\n</br>\r\n<strong>LM: So, what do you do in cases where you don’t have as much control over a brand?</strong>\r\n</br>\r\n<strong>RB:</strong> We’re a very humble company in the way we approach our clients, and I think that humility allows us to understand what the client needs. While we are the stewards of brands and we should and do help guide, and aim, and shoot, occasionally, we are required to “play nice in the sand box” with good manners.\r\n</br>\r\n<strong> LM: OK, but what if you have a project that you think is going to reflect poorly on your own brand, what do you do about that?</strong>\r\n</br>\r\n<strong>RB:</strong> Our first criteria is not “How this going to look in a portfolio?” or “What awards s are we going to win?” It’s just not in our nature; nobody here thinks that way.\r\nThe first order of business is, has the client gotten what they needed? Are we addressing the objective, are they happy with the result and will they come back and work with us again?\r\nAt the end of the day, we are in the service business and we don’t forget that!\r\n</br>\r\n<strong>“Arrogance is an enemy to most initiatives—we just don’t approach things that way.”</strong>\r\n</br>\r\nWe like to “get our hands dirty” and there’s a reason we use this language. It manifests itself into a philosophy. We live and breathe it. It’s not just words that we shove down the throats of people who work here.\r\nIt’s the nature of the way we think, our teams know these brands are living and breathing, entities and this is not art school.\r\nWe’re not in the business of making pretty pictures just because we like them. Our work has got to be grounded in some rationalization of why we did what we did. The most important thing is— the people buying these brands and these products will not have us standing up in front of them spinning it and selling it. It has to sell itself.\r\nWe look at the role of branding through that lens—knowing what is responsible and what is irresponsible—and I think when you have that ingrained in a culture like we do, it becomes second nature into everything we touch.”\r\n</br>\r\n<img class=\"wp-image-5593 alignleft\" title=\"1212 MP InsideTheStudio_20\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_20.jpg\" alt=\"\" width=\"620\" height=\"411\" />\r\n\r\n<span style=\"color: #808080;\"><em>CBX Offers Staffers “A wall of their own” called “The Family tree” where they can showcase artwork or an artifact that embodies their own personal brand.</em></span>\r\n</br>\r\n</br>\r\n<img class=\"wp-image-5594 alignleft\" title=\"1212 MP InsideTheStudio_21\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_21.jpg\" alt=\"\" width=\"620\" height=\"411\" />\r\n<em><span style=\"color: #808080;\">At the end of the day, CBX is all about connection.</span></em>\r\n</br>\r\n<strong>So, what’s behind the big red curtain at CBX?</strong>\r\n</br>\r\nIn my opinion, it isn’t theatre at all, nor is it a circus, a carnival, or the great and powerful Oz. It’s a collective, orchestrated exercise in strategy, brand immersion, and design, executed by talented, hard-working people buzzing with hive mentality but without all the Borg-like assimilation nonsense.\r\nAnd with that I will bid you adieu, and “Be Awesome! “\r\nClick Here for more information about CBX and Rick Barrack.\r\nMany thanks to Rick Barrack, Christine Coppinger, Tina Rosenbaum, and all the other fine folks at CBX who made this article possible.\r\n</br>\r\n-LM\r\n<a href=\"http://www.thedieline.com/blog/2012/12/12/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with.html\" target=\"_blank\">\r\nhttp://www.thedieline.com/blog/2012/12/12/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with.html</a>', 'Behind the big red curtain at CBX', '', 'inherit', 'closed', 'closed', '', '1791-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1791, 'http://cbx.cappendev.com/1791-revision-v1', 0, 'revision', '', 0),
(2699, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>3 simple rules to help brand marketers apply psychology principles to create the most successful gift sets.</strong>\r\nBy Sandra Creamer\r\n\r\nWhy do bad gifts happen to good people? It’s amazing how some of us are so bad at picking out gifts for others, and beauty products are no exception (soap on a rope, anyone?)\r\n\r\nUntil recently in the beauty category, fragrances were the top gifts. By expanding the role of gifting in the portfolio beyond seasonal, it can become a solid brand builder.\r\n\r\nBeauty brands have been expanding the breadth of products that they promote as gift sets across skin, body care and men’s beauty -- and consumers are responding, to the tune of $871MM in prestige – up +16% in 2012 from the same period in 2011.\r\n\r\nIn a move to diminish the practice of White Elephant Gift exchanges throughout the land, beauty brands (and frankly all categories) can help solve the problem of bad gifting by applying the principles of psychology to the practice of good branding through three simple rules.\r\n<strong>\r\nRule #1 - Breathe life into the right benefits.</strong><img class=\"alignleft size-full wp-image-7236\" title=\"OE_Gift_OlayGoftSet\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/OE_Gift_OlayGoftSet1.jpg\" alt=\"\" width=\"250\" height=\"179\" />\r\n\r\nPsychology studies have proven that more often than not, givers and receivers have a hard time understanding each other’s mindsets, meaning the giver usually doesn’t choose something the receiver will enjoy.\r\n\r\nOn the other hand, the NPD reports that more than 50% of consumers who use mass body care products once a week often give them as gifts, so beauty brands are smart to target their current consumer. The trick is to make it easy for current consumers to find a broadly appealing gift; that way the giver won’t have to guess (and mistake) what the receiver might want.\r\n\r\nBrands can help by leveraging universal benefit visual language and on-pack selling copy more effectively. For example, recent Olay body care gift sets had design themes exemplified by the headlines “smoothing delights,” “simply beautiful” and “soothing moments,” launched in an aggressive gift set rollout during 2011 that spanned 24 sets across men’s and women’s beauty.\r\n\r\nWhile some may argue these themes aren’t exciting, they work because they are on-brand and also address universally desired emotional and functional benefits through communication, which is key to succeeding with both parties. Not to mention that the snowflakes and magenta silk bow secondary pack also make it look more special.\r\n\r\n&nbsp;\r\n\r\n<img class=\"size-full wp-image-7237 alignright\" title=\"OE_Gift_StTropez\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/OE_Gift_StTropez.jpg\" alt=\"\" width=\"250\" height=\"210\" /><strong>Rule #2 - Don’t shy away from highlighting less expensive brands as part of gift sets.</strong>\r\n\r\nThere is now scientific proof that most people don’t care how much someone spends on their gift, they simply prefer to get something they would actually enjoy using.\r\n\r\nAffordable beauty brands take note! Any mass skin care brand aimed at women can leverage the fact that glowing skin is the #1 benefit women desire.\r\n\r\nCase in point: I just had a big birthday, and one of my dearest friends, who is neither cheap nor one who skimps out on things, gave me a St. Tropez “Party Perfect Glow Kit” that retails for $35 online (yes, I checked). Ultimately, I was grateful to have a way to get a sun-kissed glow safely from a gradual tan lotion, and have since bought the products on my own. The brand just gained a new consumer by offering an easy way for a current user to delight someone else with an affordable gift. Speaking of delight…\r\n\r\n&nbsp;\r\n\r\n<strong>Rule #3 - Invest in the “delight transfer factor” through packaging.</strong><img class=\"wp-image-7238 alignright\" title=\"OE_Gift_LaPrairie\" src=\"http://www.cbx.com/wp-content/uploads/2013/11/OE_Gift_LaPrairie.jpg\" alt=\"\" width=\"250\" height=\"250\" />\r\n\r\nThe Journal of Experimental Psychology General found that the act of finding the perfect present gives the giver a greater sense of delight – more so than the emotional benefit the receiver gets.\r\n\r\nI call this the “delight transfer factor” – the initial dopamine shot the giver has about the possible gift followed by the tail of positive emotion, and the subsequent desire to transfer this feeling to the receiver. A brand can hone in on this neurological trigger point by through visual and verbal brand assets. The key consideration is how to enhance the look and feel from every day to special occasion -- and brands have permission to go to great lengths to achieve this and charge richly for it.\r\n\r\nCase in point – prestige skin care brand La Prairie offers the Skin Caviar Luxe Cream, normally priced at $410, as a gift set in a special box described as a “stunning and fiery crystal” sparkling blue and white mosaic case. La Prairie has more than doubled the price to $950.\r\n\r\nIt worked: this was a top-selling combination according to NPD. The decision on the design direction could easily be attributed to a dramatization of the benefit of luxurious experience and it complements the product positioning perfectly.\r\n\r\nIn conclusion, brand managers looking to grow gift set sales should know that conveying universally desired emotional and functional beauty benefits on packaging is much more important than getting someone to spend a lot on a gift set - though of course, the right glitzy present can work!\r\n\r\nToo often, gift set development is an afterthought within an organization’s marketing department, demonstrated when CPG companies relegate the responsibility to non-core teams whose strengths lie more in execution that in strategy. Don’t fall into this trap!\r\n\r\nThe best way forward is to combine strategic thinking across both human behavior and leverage key brand visual and verbal elements to communicate your message. This all but mandates that gifting product design should be in the hands of capable marketers or anyone with the right training to be the brand steward.\r\n\r\n&nbsp;\r\n\r\nOriginally printed in Beauty Packaging.', 'Better Gifting Through Smart Branding', '', 'inherit', 'closed', 'closed', '', '1880-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1880, 'http://cbx.cappendev.com/1880-revision-v1', 0, 'revision', '', 0),
(2700, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>LAS VEGAS -- An impressive 85% of consumers purchasing private-label products \"feel good\" about doing so, while only 3% feel \"embarrassed,\" Todd Maute, partner at global branding firm CBX, told a diverse group of retailers attending the \"Private Label Profit Puzzle\" educational session at the 2012 NACS Show in Las Vegas on Sunday.\r\n\"Private label is a hot commodity and is in the news a lot these days,\" he said. But it\'s not all good news.\r\n\r\n\"Much of [private label\'s] recent growth has been driven by the sluggish economy and is the result of consumers \'trading down\' in search of better price values,\" Maute said. \"If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private-label brands in the customer\'s mind.\"\r\n\r\nAccording to Maute, one of the biggest problems is that private-label purveyors are content when private-label offerings are viewed as an \"almost as good\" cheaper alternative to big brand names.\r\n\r\nThe two retailers joining Maute for the session have found private-label success by identifying segments where national brands don\'t necessarily represent the best value as well as developing a private-label offering that strives to exceed the \"big names.\"\r\n\r\n\"We believe national brands are very powerful and are often worth the premium cost--but not always,\" said Bill Nolan, vice president of marketing for Family Express. \"The challenge becomes finding a way to determine the true value of a national brand compared to a private label alternative.\"\r\n\r\nTo make this determination, Nolan said the Valparaiso, Ind.-based convenience chain establishes the \"delta\" of profitability between the cost and power of a national brand verses an alternative product--meaning, if the power of the brand does not justify its cost in the minds of consumers, a private-label product could have the opportunity to outpace the national brand.\r\n\r\nAustin Martin, the senior director of sales and merchandising for the Brentwood, Tenn.-based Mapco c-store chain, revealed that his company looks at the entire category (rather than individual brands) to help determine the best potential for private-label triumph.\r\n\r\n\"We look for \'100% category solutions\',\" he said, defining such categories as ones such as nuts, where there is no clear national brand leader. \"The customer is willing to trade sideways if you\'re providing a premium private-label product at a discounted price.\"\r\n\r\nEven if retailers select a proper channel to offer private-label alternatives, they often do not market or merchandise such products to their full potential.\r\n\r\n\"It\'s not an alternative to a national brand--it\'s a unique choice,\" said Maute. \"Don\'t be afraid to be different. Private label doesn\'t have to mimic other brands.\"\r\n\r\nFor Mapco, such presentation can be as simple as store-level training. \"We have to train operators on what great private-label merchandising looks like,\" Martin said.\r\n\r\nNolan agreed that merchandising is crucial--and shouldn\'t be simplified just because it\'s not a big name brand being showcased. \"We\'re very high on brand positioning: We position our private labels just like a national brand.\" By doing so, Family Express has seen its private labels vastly outpace national brands in terms of both unit growth and gross profit dollars in key categories like water, milk, energy drinks and salty snacks.\r\n\r\n\"Obviously, we\'re very pleased with the types of growth we\'re seeing,\" Nolan said.\r\n\r\nMartin is equally pleased with Mapco\'s numbers: Private label ranks as the company\'s fourth highest sales generator, boasting the second highest profit margin.\r\n\r\n\"Private label has a pretty tremendous value for us,\" he said. \"I believe that every retailer has that opportunity.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/general-merchandise/articles/better-almost-good\" target=\"_blank\">http://www.cspnet.com/news/general-merchandise/articles/better-almost-good</a>', 'Better Than \'Almost As Good:\' Successful retailers of private label eschew comparisons to \"big brands\"', '', 'inherit', 'closed', 'closed', '', '1716-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1716, 'http://cbx.cappendev.com/1716-revision-v1', 0, 'revision', '', 0),
(2701, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<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\nIt\'s not news that sporting events have become increasingly branded over the years. We\'ve come to expect a bombardment of advertisements and sponsorships at auto racing events and basketball, football, and baseball games--sports that are now modern-day billboards for advertisers like Nike, Fila, Budweiser, McDonald\'s, UPS, MasterCard, and Sprint, to name just a few.\r\n\r\nBut from golf? For whatever reason, this pastime has always seemed more sacred than the others, more refined somehow. The serene courses, the crisp outfits, the elegant clubs, the clean-cut personas...all these elements combined to yield a sophisticated sporting experience. That all changed for me, however, while watching this year\'s Masters. Since when did Augusta become Times Square? Endorsements used to be limited to a single logo on a cap, golf shirt or pair of shorts, but in recent years, multiple logos have turned up on the bodies of golfers like Phil Mickelson, Vijay Singh, Ian Poulter, Luke Donald, and K.J. Choi--so much so that they are starting to resemble Nascar drivers. And it seems to have finally reached a fever pitch.\r\n\r\nAs I sat watching golf on a beautiful Sunday, one of my favorite marketing buzzwords came to mind: ad creep. According to Wordspy.com, ad creep is \"the gradual expansion of advertising space to non-traditional surfaces such as floors, bathroom walls, cars, and the sides of buildings.\" The first time I heard the term, I was reminded of Minority Report, the Steven Spielberg film inspired by the Philip K. Dick short story, which paints a universe where every inch of every space people pass through--and even the air itself--is covered in advertising. The film was set in the year 2054. Today, as the proliferation of ads on the course proves, we\'re not that far off the mark.\r\n\r\nBut why is ad creep finding its way into the most reserved and conservative pastime? Well, not to blame things on Tiger Woods (because god knows, he\'s got enough to deal with these days), but it\'s a known fact that he changed the sport forever. A kid whose star shone as brightly as young Michael Jordan\'s, Tiger made golf accessible to people of all ages and bank accounts, and raked in the highest contracts in golf history: $40 million with Nike, $20 million with Titleist. In turn, he invited in more viewers--viewers with deep pockets--and opened the entire PGA tour up to ad creep. It was thrilling to watch him on the course, and all the buzz resulted in golf\'s viewership going through the roof.\r\n\r\nIt also doesn\'t hurt that golf\'s biggest viewers are baby boomers--the dream target of every company. Older and more sophisticated, baby boomers are confident consumers who know what they like, have money to spend and subscribe to a \"carpe diem\" philosophy--see Fast Company\'s Business of Golf. Maybe this is why we\'re seeing ads for premium vodka, Lexus, and upscale travel destinations during golf events, as opposed to Nascar’s ads for beer and Ford trucks?\r\n\r\nOf course, prestige advertisers aren\'t the only ones wanting to snag all that green stuff, which is resulting in all that aforementioned creep. Don\'t get me wrong, I\'m pro-advertising; I make my living in marketing and design, for goodness sake. But I suppose that at the end of the day, I\'m also a traditionalist who holds certain things sacred, and fears for what lay ahead. Where will signage turn up next on the course: permanently tattooed on players\' calves, forearms, necks and foreheads? Or, floating in the air around the players, a la Minority Report? As with Tiger\'s career, I guess we\'ll have to wait and see.</p>\r\n\r\n<a href=\"http://www.fastcompany.com/1625287/beware-ad-creeps-golf-course\" target=\"_blank\">http://www.fastcompany.com/1625287/beware-ad-creeps-golf-course</a>', 'Beware of Ad Creeps on the Golf Course', '', 'inherit', 'closed', 'closed', '', '1567-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1567, 'http://cbx.cappendev.com/1567-revision-v1', 0, 'revision', '', 0),
(2702, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'CBX rebranded Avalon Organics, a line of organic beauty products. The agency reframed the brand with the Personal Care team at Hain Celestial. In addition to creating new packaging, design and nomenclature systems for Avalon\'s five product lines, the team built a brand book; clarified Avalon Organics brand personality; and conducted internal training to support writing around the new master brand. New packaging designed for Avalon Organics\' shampoos, conditioners, moisturizers and other products – including those belonging to its Intense Defense and Wrinkle Therapy lines – are now available nationwide. \"We did a wholesale change from the Avalon Organics brand\'s previous look, although we did preserve important equities such as the green bottle color,\" said Rick Barrack, chief creative officer and founding partner. \"We wanted to make a big deal out of transparency and owning the brand colors for more impact at shelf. It\'s a crowded category, so brand-blocking was important.\"\r\nOriginally posted by <a href=\"http://www.mediapost.com/publications/article/275119/biz-dev-cbx-rebrands-avalon-organics.html\" target=\"_blank\">MediaPost</a>', 'BIZ DEV: CBX Rebrands Avalon Organics', '', 'inherit', 'closed', 'closed', '', '2172-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2172, 'http://cbx.cappendev.com/2172-revision-v1', 0, 'revision', '', 0),
(2703, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<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\nEditors at The Dieline weren\'t the only ones to notice The Beauty in Black. Check out Rick Barrack\'s article on how this forever trend is especially strong today.\r\n\r\nLiving in New York, I see the color black everywhere I go. On jeans. On jackets. On handbags. On those tiny dogs women carry around as accessories. Hell, even the sidewalks are black (close enough). It’s the unofficial hue of our city, and urban dwellers sport it year-round. Every September, fashion journalists profess to seek out a new hue to replace the reigning king. “Purple is the new black.” “Green is the new black.” “Brown is the new black.” At the end of the day, however, nothing holds a candle to black, and my guess is that its star won’t be fading anytime soon.\r\n\r\nBut while black has always been popular in fashion, it is less expected in the supermarket aisle. Sure, a few companies – most noticeably the frozen dessert company Breyers® – have used black packaging over the years to convey premium, but for the past few decades packaging design has been dominated by the “white and simple” movement (for which I believe we have Target’s “Design for All” and A.G. Lafley of P&G to thank). This is precisely what makes the current use of black on packaged goods – specifically in categories such as feminine hygiene, water and household cleaners – so surprising. When it comes to certain brands and situations, black has the potential to be the new black.\r\n\r\nTake, for example, the Kimberly-Clark brand U by Kotex*. In 2009, CBX – the brand agency where I am a founding partner – was asked to help re-position this brand for millennials, an audience who previously hadn’t given Kotex the time of day. Research showed that this group of 14-22-year-olds was tired of the clichés associated with feminine care products – pastel colors, floral designs and flowery, inauthentic language. They wanted products that reflected their tastes, and copy that talked to them straight. With the bold decision to use groundbreaking black matte boxes – the polar opposite of the whites and pastels used by virtually every other brand – CBX and Kimberly-Clark tapped into millennials’ emotional needs and deliberately positioned the products as cooler, hipper fashion accessories. Today, these boxes literally pop off the shelves, and as a result, the brand has created a new paradigm in the feminine care category, ushering in a huge success for Kimberly-Clark.\r\n\r\nSimilarly, the household cleaning category has long been dominated by color and expressions like, “fresh” (with a variety of qualifiers, such as “mountain,” “April” and “garden” before it), pure,” and “springtime.” Perhaps taking its cue from U by Kotex*, Downy recently broke the category mold for its latest product introduction, Unstopables, by using black packaging and a bold name to convey strength, power and effectiveness. The black package and strong copy for this brand – an “amped up” scent booster that comes in two different “feisty” scents – proves it is not just your average cleaning product, and its design made me take notice in the supermarket aisle.\r\n\r\nAnd in perhaps the riskiest move of all, a new beverage introduction called BLK Water – which is infused with electrolytes and antioxidants – actually changed the color of that age-old thirst quencher. As opposed to the pure, refreshing vibes projected by brands like Aquafina, Poland Spring and Fiji, BLK Water – as both a name and a product – projects an edgy, energy vibe, as does its tag line, “The Dark Side of Water.” In a category that’s all about the next hottest, coolest thing, and one that seems to have new products coming to market pretty much every quarter, the need to shake things up is not only important – it’s the only way to get noticed. The makers of BLK Water clearly knew this, hence the totally gutsy move of making their water black. And while I can’t wait to see how the public responds to this new product introduction, I also can’t say that I believe it’s going to be a huge success, either.\r\n\r\nEach of these products is a perfect example of how – whether you’re trying to give new life to an existing brand (and therefore have nothing to lose) or give birth to a brand in a saturated category (and want to shake things up a little) – black has the power to make a big impression at the point-of-sale. Of course, brands should keep in mind that black isn’t always relevant; in fact, it can often be quite risky. You always need to consider the context with which you’re using the color, and the audience to whom you’re selling your product.\r\n\r\nSo go ahead, and tell me: What brands do you think present the perfect opportunity to utilize black packaging?</p>\r\n\r\n<a href=\"http://www.thedieline.com/blog/2011/12/1/black-is-the-new-black.html\" target=\"_blank\">http://www.thedieline.com/blog/2011/12/1/black-is-the-new-black.html</a>', 'Black is the New Black', '', 'inherit', 'closed', 'closed', '', '1545-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1545, 'http://cbx.cappendev.com/1545-revision-v1', 0, 'revision', '', 0),
(2704, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p><strong>CBX designer featured on History Channel\'s Modern Marvels</strong>\r\nNEW YORK -- Convenience stores might not top the average person\'s list of marvelous technological achievements, but as The History Channel\'s Modern Marvels makes clear in an episode on the c-store phenomenon, there is much more to America\'s go-to pit stops than coffee, soda, snacks and hot dogs. These remarkable profit centers are carefully designed for maximum speed and efficiency, said Joseph R. Bona, president of the retail division for global branding firm CBX, who is featured in on-camera interviews for the recently aired program.\r\n\r\n<a href=\"http://www.youtube.com/watch?v=YEh2_PiVL_0&feature=g-u-u\" target=\"_blank\">(Click here to watch the full episode.)\r\n</a>\r\n\r\n\"The successful development of any store starts with the layout,\" said Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse-buying while also making the shopping experience as quick and easy as possible. Such innovations, the program said, have been responsible for the c-store industry\'s impressive track record in recent years.\r\n\r\nToday, there are more than 144,000 stores across the country, with the sector accounting for about one out of every $23 spent in the United States in a given day.\r\n\r\n\r\nJoseph Bona\r\nBusiest from 6:00 to 9:00 a.m., c-stores are a \"symphony of coordination\"--built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show said. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of donuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes.\r\n\r\nBona revealed some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nBona appeared at a metro New York area 7-Eleven store (which was not designed by CBX), where he walked viewers through some of these features. In a typical c-store, he said, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. \"It\'s like a production line,\" Bona said. \"Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they\'re able to move out of the way.\"\r\n\r\nExplaining that a third of a c-store\'s sales can come from cold beverages, Bona pointed out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler\'s door hinges can make a big difference in directing how customers move through the space, he said.\r\n\r\nLikewise, the visual experience in any store is critically important. \"People buy with their eyes,\" Bona said, in describing what he calls the \"impulse zone,\" an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona said. \"One of the important things is putting like things together.\"\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, it 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/technology/articles/bona-fide-c-store-expert-reveals-industry-secrets\" target=\"_blank\">http://www.cspnet.com/news/technology/articles/bona-fide-c-store-expert-reveals-industry-secrets</a>', 'Bona Fide C-Store Expert Reveals Industry \'Secrets\'', '', 'inherit', 'closed', 'closed', '', '1707-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1707, 'http://cbx.cappendev.com/1707-revision-v1', 0, 'revision', '', 0);
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(2705, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Andy Austin, the Technology Expert Who Directed the Customer Experience at AT&amp;T\'s High-Touch Retail Stores Nationwide, Will Head CBX\'s Experience Technology Group</strong>\r\nAndy Austin, a thought leader in high-touch retail who oversaw groundbreaking tech rollouts at 2,200 AT&amp;T stores nationwide, has joined brand agency CBX as its new Group Director of Experience Technology.\r\n\r\n\"Andy is a veteran of the wireless and consumer electronics industries who has spent more than a decade at the creative intersection of retail and technology,\" said Gregg S. Lipman, CEO/Managing Partner. \"While Andy is a tech insider, this is about more than adding technical expertise. As both Andy and CBX see it, in the branding context, technology is useful only insofar as it drives a broader strategy -- namely, one that sparks meaningful conversations with and among consumers.\"\r\n\r\nAustin, whose client list as an independent consultant includes the likes of Audi, JCPenney and Ford Motor Co., formerly helped AT&amp;T pioneer customer-centric stores as the company\'s Director of Retail Customer Experience for 10 years. The senior-level position involved rolling out a raft of smart, customer-facing technologies -- including the first worldwide launch of the award-winning Microsoft Surface. Over the course of his 20-year career, Austin also held various sales and marketing positions for companies such as MCI/Worldcom, Verus Technology Solutions and Caesars Tahoe.\r\n\r\nAt CBX, Austin and his team of developers, designers and engineers will use technology to create more meaningful exchanges between brands and customers through human-centered experiences. \"These experiences will enable brands to invite conversations, drive engagement, and deliver value,\" Austin said. \"That is essential today, because attitudes are changing. Consumers are in charge of the buying process. They want to have conversations with brands and each other.\"\r\n\r\nThe goal, Austin noted, is to create experiences that surprise and delight consumers to such an extent that they remember and strongly identify with the brand. \"This is about things like emotion, eye contact and mirror neurons -- the traits that make us human,\" he said.\r\n\r\nBringing this vision of conversation-based retail to life can therefore be as much about salespeople and human interaction as it is about nifty apps or digital displays, Austin explained. \"There is a reason for brick and mortar retail to continue to exist,\" he said. \"By creating a conversation-rich journey in which the consumer is in the driver\'s seat, you empower your sales force. That, in turn, makes them more effective, and enables you to actually raise sales quotas.\"\r\n\r\nCPG brands, too, can cement customer loyalty by taking a conversation-based approach to brand building, Lipman added. \"Moving forward, Andy and his team will be applying these proven, high-touch retail solutions to current and prospective clients,\" he said. \"We are thrilled to have Andy on our team as we continue to explore the effective use of technology in our very human world.\"\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/technology/articles/cbx-hires-experience-technology-thought-leader?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20News%2005-29-2015%20(1)&amp;utm_content=&amp;spMailingID=48758942&amp;spUserID=MjU0MDQ2MTI\" target=\"_blank\">CSPnet\r\n</a><a href=\"http://pointofsale.com/PointofSale.com-Blog/BRAND-AGENCY-CBX-HIRES-THOUGHT-LEADER-IN-EXPERIENTIAL-RETAIL.html\" target=\"_blank\">Point of Sale News\r\n</a><a href=\"http://www.csnews.com/industry-news-and-trends/people/people-move-kroger-co-millercoors-loves-traxx-cos\" target=\"_blank\">CSN\r\n</a><a href=\"http://www.retailcustomerexperience.com/news/austin-hired-to-be-cbxs-thought-leader-in-experiential-retail/?utm_source=NetWorld%20Alliance&amp;utm_medium=email&amp;utm_campaign=EMNARCE06012015\" target=\"_blank\">Retail Customer Experience\r\n</a><a href=\"http://vmsd.com/content/brand-agency-cbx-hires-thought-leader-experiential-retail-0\">VMSD</a>', 'Brand Agency CBX Hires Thought Leader in Experiential Retail', '', 'inherit', 'closed', 'closed', '', '2104-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2104, 'http://cbx.cappendev.com/2104-revision-v1', 0, 'revision', '', 0),
(2706, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Dustin Longstreth\r\nAs the son of a basketball coach, many of life’s lessons were taught to me on the court. One of the biggest lessons the game of basketball has to offer brands is this: Agility is the single most sustainable competitive advantage.\r\n\r\nIn basketball, agility is honed not in the controlled environments of practice or even league play, but on playgrounds in pickup games. This same scrappy mentality holds true for branding. The world brands must live in is more reflective of pickup ball at the playground than ever before. Here are five fundamentals that can help brands thrive \"on the court.\"\r\n\r\n&nbsp;\r\n\r\n<strong>1. Adopt a tribal mentality</strong>\r\n\r\nLike pickup ball, building brand agility is a team effort. It starts with a mindset of living for your people, not off them. You have to be one with your pack in order to build the trust, empathy and intuition needed to quickly act and react in ways that add value and build loyalty.\r\n\r\nBurton Snowboards gets this. For Burton, there is no “them” that they market to -- only a “we” that they live to serve. They’re able to maintain relevance and loyalty among pros, novices, young, old, male, female (even those who don’t snowboard!).\r\n\r\n&nbsp;\r\n\r\n<strong>2. Stay tuned in to culture</strong>\r\n\r\nPaying attention to shifts in the game is what allows you to pivot and adjust without losing sight of the ultimate goal. Brands that understand this are able to maintain their relevance even as cultural tastes evolve. Brands that don’t will die.\r\n\r\nWeight Watchers has successfully evolved with culture. The brand has remained focused on our intrinsic motivations to be in control and be part of a community. However, as science, access to foods, and attitudes around weight management itself continue to shift, so has the brand. As a result, Weight Watchers continues to grow new generations of loyalists.\r\n\r\n&nbsp;\r\n\r\n<strong>3. Know your purpose</strong>\r\n\r\nWhy do you play the game? Seems like a simple question, but it’s amazing how many brands don\'t have an answer. For brands, getting to a level of inspired play starts with knowing your purpose.\r\n\r\nNo brand understands this more than Nike. It has long since given up trying to differentiate through positioning and benefits. It believes that if you have a body, you’re an athlete, and its purpose is “to bring inspiration and innovation to every athlete in the world.” This purpose-driven leadership has allowed Nike to grow its brand by not only increasing share, but by growing the pie.\r\n\r\n&nbsp;\r\n\r\n<strong>4. Act on your best behavior</strong>\r\n\r\nIf purpose is the articulation of your brand’s ultimate goal, then behaviors are the fundamentals that your brand should practice day-in, day-out.\r\n\r\nJetBlue is “dedicated to bringing humanity back to air travel.” Its personality could be described as genuine, fun, and passionate. In order to be described as “genuine,” it practices the behavior of “keeping it human” -- namely by admitting mistakes, like when it left passengers on the tarmac for hours without food or water back in 2007. To be fun, JetBlue has its pilots and staff engage passengers with their overhead announcements at takeoff. And to be “passionate,” it takes care with every detail, from distributing Terra Blue Chips to crediting passengers if the DirecTVs are not working properly.\r\n\r\n&nbsp;\r\n\r\n<strong>5. Hustle</strong>\r\n\r\nWhether we’re talking pickup ball or the world of brands, the undeniable truth is that the game is fast and highly situational. Every shift in events, every new moment is a new opportunity.\r\n\r\nOreo has been doing a masterful job of hustling. Its focus had it “in the zone” when the lights went out at the Super Bowl. Oreo immediately knew how to seize the opportunity in a way that was on brand and relevant to the context. Its “You can still dunk in the dark” tweet was retweeted more than 16,000 times and even more important, became an authentic moment of the Super Bowl experience.\r\n\r\nTaken together, these pointers can help brands get both the home and away court advantage in an always-on world that is getting faster and more dynamic each day. The brands that can thrive in this new environment -- the brands with agility -- will continue to win.\r\n\r\n&nbsp;\r\n\r\nRead More: <a href=\"http://www.mediapost.com/publications/article/211827/brand-agility-how-good-is-your-brand-at-pickup-ba.html?print\" target=\"_blank\">http://www.mediapost.com/publications/article/211827/brand-agility-how-good-is-your-brand-at-pickup-ba.html?print</a>', 'Brand Agility: How Good Is Your Brand At Pickup Ball?', '', 'inherit', 'closed', 'closed', '', '1881-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1881, 'http://cbx.cappendev.com/1881-revision-v1', 0, 'revision', '', 0),
(2707, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Christina Papale\nThe exhilarating rush of new love often feels like it will last forever. But anyone in a long-term relationship knows that love\'s initial flames often die down, replaced by a more stable bond that needs some juicing to stay healthy for the long haul.\nBrand relationships are no different. Keeping a fiery connection takes some work.\nTo unlock long-term love for our brands and set the stage for strong lasting connections, one simply has to look at and apply basic human relationship principles. Here are five ways you can keep the spark alive and forge a devoted, lasting connection to consumers.\n\n<strong>1. Spend quality time together</strong>\nCompanies work really hard and spend a lot of time marketing brands. But you can also spend one-on-one active time with your own brand to understand and experience its core behaviors, benefits, and experiences. As a result, you\'ll truly feel its value and make sure it hasn\'t lost its way. Whether your category is technology, CPG, or retail, sit with your products, experiences, and expressions and bring an open, objective eye.\nReality show Undercover Boss puts senior management in the trenches to understand the day-to-day realities of experiences they provide, and the people who manage those experiences.\n<img class=\" wp-image-6906 alignleft\" title=\"papale-undercover\" src=\"http://www.cbx.com/wp-content/uploads/2013/08/papale-undercover.jpg\" alt=\"\" width=\"639\" height=\"321\" />\nFast food giants are known for putting management boots on the ground. Domino\'s CEO and franchise leaders created major waves of change after eating a lot of pizza (and commercialized the transformation) while McDonald\'s regularly sends corporate staffers into the field to serve.\nIt\'s never a loss; the time you spend can reveal strengths and weaknesses you never new you had.\n\n<strong> 2. Delight with novelty</strong><img class=\"size-full wp-image-6907 alignright\" title=\"papale-Brillo\" src=\"http://www.cbx.com/wp-content/uploads/2013/08/papale-Brillo.jpg\" alt=\"\" width=\"131\" height=\"175\" />\nBrands tend to have the same routines. Changing things up a bit and adding a little variety to your world can really spice things up: a seasonal play, a promotional \"wow,\" an event that\'s out of the ordinary—what might seem like a gimmick is actually a good thing, as long as it\'s on brand—to make the bond even stronger.\nStarbucks consistently takes the holiday season to a whole new level by creating expectations around an extended theme; everything from product offerings to design gets a merry lift.\nBrillo recently went back in time and featured Warhol-inspired packaging to mark its 100th anniversary. The retro-cool design made a splash and reminded us that Brillo offers something beyond products for daily chores: post-modern art—and a connection to our own pasts.\n\n<strong>3. Know when to over-communicate and when to listen (genuinely)</strong>\n<img class=\"size-full wp-image-6908 alignleft\" title=\"papale-oreo\" src=\"http://www.cbx.com/wp-content/uploads/2013/08/papale-oreo.jpg\" alt=\"\" width=\"284\" height=\"319\" />Brands believe they have an ear to ground via Facebook and Twitter, but successful engagement requires open, two-way communication. Have a robust, transparent dialogue with your consumers to showcase how good you are at listening and at being emotionally honest.\nTropicana\'s famous packaging redo a few years ago not only brought the power of the consumer voice front and center but also solidified the new two-way street in brand relationships.\nOreo\'s \"Dunk in the dark\" real-time response to the Super Bowl blackout, using social media outlets such as Twitter and Facebook, showed that it not only listens to culture but also has finely tuned brand behavior reflexes to prove it is present in and part of, the customer\'s life.\n\nOn the flip side, the owners of Amy\'s Baking Company in Arizona missed an opportunity to use constructive criticism to their benefit—and possibly led to the demise of their own company—when they engaged in a social media war with critics of the brand on Facebook, Twitter, and Reddit.\nTuning in to your audience through modern marketing tools is more than a box to check in a media plan. It is a way to validate what consumers experience and to make a connection that much stronger.\n<p style=\"text-align: justify;\"><strong>4. Create surprise that\'s emotionally relevant</strong>\nWhen is the last time your brand did something surprising that reactivated a relationship or brought consumers back into the franchise through emotional depth? An unexpected move can be disruptive, but it can also lengthen an emotional bond to become lasting.\nDove\'s recent beauty social experiment was a wow that hit an emotional cord and sealed the deal that Dove owns empathetic female empowerment.\n<img class=\"wp-image-6909\" title=\"papale-dove\" src=\"http://www.cbx.com/wp-content/uploads/2013/08/papale-dove.jpg\" alt=\"\" width=\"573\" height=\"355\" />\nHuggies has developed a sensor device called the Huggies Tweet Pee that attaches to baby\'s diaper to notify parents via text or Twitter that it\'s time for a change. It\'s an innovation that understands how 21st century parents relie on technology to connect them to parenting basics and creates all-too-real empathetic understanding of how busy parents are.\nLet your brand surprise with product innovation or commercial ingenuity that keeps communication fresh, relevant and empathetic.</p>\n<strong>5. Embrace companion love</strong>\nIn brand love, there\'s nothing like true loyalists. They get deeply and emotionally involved with your brand, and they spread the word; and, even if passion dies, the promise of companionship remains.\nDon\'t take loyalists for granted! Reward or harness that connection to further advance the bonds of love—and more deeply.\nMaker\'s Mark created its famous brand ambassador program not to reward long-term companions with custom batch bourbon (which it does) but to keep positive vibes going strong.\nRecently, Disney\'s Star Wars Weekends campaign used 3D printing so hardcore Star Wars fans can have their face on a life-size Stormtrooper figurine. It\'s a super-smart transfer of Star Wars loyalty to the Disney brand. These kinds of fans invest their time and energy and become deeply vested in the relationship. Focusing on those who love you deeply can grow more of those who love you deeply.\n\nNobody would possibly wish that their bond with consumers become fractured over time. But should your brand hit a bump in the road (as all good relationships do at some point), you can take a step back and look at it from a human perspective.\nMaking it work is work—but fun work. So crack open the bubbly, put on a little Marvin Gaye, and get ready to woo your consumers as if you were falling in love all over again.\n\n<a href=\"www.marketingprofs.com/articles/2013/11352/brand-love-for-the-long-haul-five-tips-for-lasting-connections-with-customers?adref=nl080613\" target=\"_blank\">www.marketingprofs.com/articles/2013/11352/brand-love-for-the-long-haul-five-tips-for-lasting-connections-with-customers?adref=nl080613</a>', 'Brand Love for the Long Haul', '', 'inherit', 'closed', 'closed', '', '1843-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1843, 'http://cbx.cappendev.com/1843-revision-v1', 0, 'revision', '', 0),
(2708, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Vibrant new packaging graphics coincide with Snapple\'s efforts to boost share across the country</strong>\r\nWith new graphics that amplify the playfulness, wit and simple goodness of its brand, Snapple is moving beyond its traditional East and West Coast strongholds to ramp up growth in markets across the United States and globally. The comprehensive brand refresh was spearheaded by CBX, the brand agency and retail design consultancy.\r\n\r\n\"Snapple has a strong following on both coasts, and now it\'s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,\" said Rick Barrack, Chief Creative Officer for CBX.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks. The new design is hitting store shelves now.\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple\'s New York roots. \"New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple\'s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it\'s truly made for everyone,\" said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: \"CBX has been responsible for Snapple\'s visual identity and packaging for the past 10 years. That\'s a great honor that comes with the responsibility of respecting the brand\'s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.\"\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple \'S\'.\r\n\r\nAdditionally, CBX created an Earth icon to embody \"Made from the Best Stuff on Earth,\" one of the brand\'s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. \"We wanted to make that statement more ownable,\" Barrack said. \"And we carried this element through to the top of the Snapple cap.\"\r\n\r\nThe refresh included the use of flavor captions such as \"Life\'s a Peach,\" \"Lemon Large,\" \"Takes 2 to Mango\" and \"Kiwi Meets Berry.\"\r\n\r\n\"The captions help establish a sense of delight in Snapple\'s great flavors,\" noted Wakeshima, \"and unlike its competitors, Snapple doesn\'t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand\'s approachability.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://www.csnews.com/product-categories/beverages/snapple-brand-refresh-coincides-market-share-focus\" target=\"_blank\">Convenience Store News\r\n</a><a href=\"http://www.beverageworld.com/articles/full/17420/snapples-graphic-refresh-seeks-to-boost-brands-playfulness\" target=\"_blank\">Beverage World</a>', 'Brand Refresh by CBX Amplifies Snapple\'s Playfulness and Simple Goodness', '', 'inherit', 'closed', 'closed', '', '2107-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2107, 'http://cbx.cappendev.com/2107-revision-v1', 0, 'revision', '', 0),
(2709, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>CHICAGO -- As Shakespeare so famously put it centuries ago, \"What\'s in a name?\" Stewart Spinks found out just how much, creating his own brand out of necessity and turning it into opportunity.\r\nSpinks, founder and CEO of The Spinx Co., Greenville, S.C., explained during the 2011 NACS Show session \"What\'s in a Name? The Value of Brand Identity,\" why the Spinx name appears on more than 50 of his stores instead of a major gasoline brand. But first, a little history.\r\n\r\nSpinks started with one store in the \'70s, and the location had to promote a private brand. He couldn\'t get a major brand to supply him because of oil allocations caused by embargoes. After abandoning his first brand, which he deemed \"too generic,\" he developed the Spinx brand and logo, which at the time included a graphic representation of the Egyptian Sphinx. He shorted and changed the name partially because it fit better on signage, and because many brands at the time had an X in their name (such as Texaco and Exxon).\r\n\r\nSpinks rolled out his private brand for another reason: In 2001, the Amoco brand went away. He was highly invested in Amoco, having gone so far as to buy three jobberships. When BP abandoned the name, Spinks had to, too.\r\n\r\n\"Everything we do now carries the Spinx name first,\" he said. That includes the company\'s Fresh on the Go foodservice offering, energy drinks and bottled water, to name a few products.\r\n\r\n\"When you build your own brand, unless you screw up, it\'s not going to be taken away,\" he said.\r\n\r\nEven though the name Spinx resonates and connects with customers in areas of Spinks\' base of South Carolina, it doesn\'t mean as much in other places. So in markets such as North Carolina, Marathon is the primary name on the store.\r\n\r\n\"I\'m not capable of being a national brand,\" Spinks said with a laugh. Even being a regional brand is tough, he said.\r\n\r\nBut Spinx is the No. 1 gasoline brand in his area, which he attributes to how involved the company is with the community, with events such as local marathons, through the Spinx Family Foundation. He believes being a \"family brand\" gives consumers something to identify with, which doesn\'t always happen with a national gasoline brand, he said.\r\n\r\nPrivate branding is not the answer for everyone, though, according to Joe Bona, president of the retail division of CBX, New York. \"It\'s what\'s right for you and your business,\" he said. And even if you advertise a well-known name, \"It\'s not the name on the front door--it\'s the products and services behind that name that build a brand over time.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/corporate/articles/brand-stand\" target=\"_blank\">http://www.cspnet.com/news/corporate/articles/brand-stand</a>', 'Brand Stand Spinks shares how the Spinx name arose, and why it doesn\'t work everywhere', '', 'inherit', 'closed', 'closed', '', '1730-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1730, 'http://cbx.cappendev.com/1730-revision-v1', 0, 'revision', '', 0),
(2710, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Satoru Wakeshima\r\nWe\'ve all seen the movie: ugly duckling struggles to fit in, until one day she takes off her glasses, gets a makeover and presto, she\'s transformed into the beautiful swan she was always meant to be. She’s turning heads as she walks down the hallway, and now the cool kid is asking her to the prom (cue music).\r\n<p style=\"text-align: left;\"><strong>BRANDS DON\'T HAVE PROMS</strong>\r\nBut like the ugly duckling, many brands could use a transformation. Far too many brands are neglected and left to languish in a perpetual state of blah. Or even worse: their managers continue to invest time, budget and resources in a message that\'s taking them down the wrong path.  Before a brand can arrive at the makeover moment, they must overcome a few common pitfalls that lead to being neglected.</p>\r\n<img class=\"size-thumbnail wp-image-8662 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_1-150x150.jpeg\" alt=\"Brand Transformation_1\" width=\"150\" height=\"150\" /><strong>OH, HOW YOU\'VE CHANGED</strong>\r\nMost brands started with something unique that made them relevant: a product, a successful advertising campaign, or even a catchy jingle. But that uniqueness has a finite lifespan - brands lose relevancy over time because of changes in market dynamics, human behavior and culture. As the world changes, so must brands.\r\n\r\nOnce upon a time, Twinkies were packed in lunch boxes across America and moms had no qualms about giving their kids these fat-laden, sugary treat with enough preservatives to remain “fresh” indefinitely. Over decades, eating habits and the acceptability of such products changed, and Twinkies didn’t just become irrelevant, they became taboo. “Twinkies” have become synonymous with \"bad for you\". When the public found out about the potential death of the Twinkie, the outcry wasn\'t about the product; what they feared losing was the brand.\r\n\r\n<img class=\"size-thumbnail wp-image-8663 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_2-150x150.jpg\" alt=\"Brand Transformation_2\" width=\"150\" height=\"150\" /><strong>CONSUMERS NEED A REASON TO ENGAGE WITH YOUR BRAND.</strong>\r\nIn the visual equity research we do, an astounding number of consumers have difficulty discerning between the current and past expressions of the brand.  If they haven\'t engaged with the brand in a meaningful way recently, they default to their own memories. Whether that memory is relevant…or not.\r\n\r\nThe world is flat… and so is your category. In some instances, people have changed, but the category norms have become so established by category leaders that there’s little room for change – so all the brands say the same things in similar ways.  In these situations, the brands that break the molds, succeed. They defy category norms and let go of their \"equities\" to create a new future.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_3.jpg\"><img class=\"size-thumbnail wp-image-8664 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_3-150x150.jpg\" alt=\"Brand Transformation_3\" width=\"150\" height=\"150\" /></a><strong>MONEY MAKES THE WORLD GO \'ROUND</strong>\r\nIn every organization with multiple brands, there are \"A list\" brands that get all the attention and marketing budgets, and then there are the \"B list\" brands that… well, don’t. That just means the brands with smaller budgets need to work all that much harder to get noticed. But the brands that have smaller marketing budgets are usually the ones who don\'t change much.  The logic is \"if we can\'t support the change, we should stay close to what we currently have\". And that can work for a brand that\'s doing well - for now. But stay the same course too long and people will simply stop noticing you.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_4.jpg\"><img class=\"size-thumbnail wp-image-8665 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_4-150x150.jpg\" alt=\"Brand Transformation_4\" width=\"150\" height=\"150\" /></a><strong>WHAT HAVE YOU GOT TO LOSE?</strong>\r\nMaybe everything. Being radical could save your brand, and turning around steadily declining sales require radical thinking. Even if a brand\'s equity once held great value, consumers want brands to have a distinct voice that speaks to them right now - a brand\'s equities aren\'t precious to them if they aren\'t even relevant.\r\nSo herein lies the conundrum: Undergo a radical brand change and you risk losing your current core customers. Change too little and you risk becoming irrelevant.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_5.jpeg\"><img class=\"size-thumbnail wp-image-8666 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_5-150x150.jpeg\" alt=\"Brand Transformation_5\" width=\"150\" height=\"150\" /></a><strong>CHANGE HAPPENS FAST</strong>\r\nConsumer acceptance for change is greater now, more than ever, simply because the rate at which we are exposed to new things, including brands, has grown exponentially. Yes, people will continue to want their favorite brands to remain true to the image they know and love. But marketers of brands that aren\'t category leaders should be more willing to take risks and make bolder changes if for no other reason than to get noticed in a growing world of brands consumers encounter every day. In most instances, the opportunities outweigh the risks.\r\n\r\nSo, if you find yourself managing a brand that’s struggling to hold onto it\'s faded glory, consider the following: I encourage you to take the risk and enact radical change. Get new clothes, throw away your glasses for contact lenses and transform into a beautiful swan - because the truth is you\'ve had it within you all along.\r\n\r\nRead the full article <a href=\"%20http://www.thedieline.com/blog/2014/11/23/brand-transformation-what-have-you-got-to-lose?utm_content=bufferb6162&amp;utm_medium=social&amp;utm_source=twitter.com&amp;utm_campaign=buffer\" target=\"_blank\">here</a>.', 'Brand Transformation: What Have You Got to Lose?', '', 'inherit', 'closed', 'closed', '', '2039-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2039, 'http://cbx.cappendev.com/2039-revision-v1', 0, 'revision', '', 0),
(2711, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Vacation rental service Airbnb unveiled a new logo last week that generated a wave of criticism for its design. Some likened it to a triangular paperclip or, even more crudely, to certain female anatomy. But the company still stands by the logo, which it calls Bélo and says represents belonging. “It’s a symbol for people who want to welcome into their home new experiences, new cultures, and new conversations,” Airbnb said on its blog. Well, maybe if you squint.\r\nAs to be expected, branding experts aren’t exactly thrilled by the design. Their verdict: Why futz with something that seemed to work just fine.\r\n<p style=\"text-align: justify;\">“My issue is that the original logo was pretty good to begin with,” said Rick Barrack, chief creative officer at CBX, a brand agency.</p>\r\nAirbnb’s prior logo – the company’s name in light blue lettering – was simple and something that more start-ups should do, he said. It communicated the brand and stuck in the mind of its users. Despite backlash, Barrack said that Airbnb should now stay the course. “The outrage will go away very quickly,” he predicted.\r\n\r\nAgainst the backdrop of Airbnb’s logo Fortune is exploring other examples of corporate branding that – at least according to popular opinion – missed the mark. Here are a few examples.\r\n\r\n&nbsp;\r\n\r\n<strong> </strong>\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8347\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-tropicana.jpg\" alt=\"new-logos-tropicana\" width=\"545\" height=\"317\" />\r\n<strong>Tropicana</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2009</em>\r\n<em> Lifespan: Nearly two months</em></p>\r\nThe Pepsico-owned juices PEP -0.51% , which claims to deliver \"100% pure squeezed Florida sunshine\" to its customers, had somewhat of a cloudy day branding-wise five years ago when it introduced new packaging. The company replaced its iconic logo - an orange-with-a-straw-stuck-in-it - in favor of a glass filled with juice. The backlash was fierce: Sales by Tropicana rivals increased, while its own fell 20%, according to AdvertisingAge. A little over a month later, it switched back to its previous design.\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8348\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-gap.jpg\" alt=\"new-logos-gap\" width=\"545\" height=\"317\" />\r\n<strong>Gap</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2010</em>\r\n<em> Lifespan: A week</em></p>\r\nClothing store Gap GPS 0.41% tried to recast its image from \"classic, American design to modern, sexy, cool,\" a company spokesperson said at the time. That ended in failure, however. The retail store has always been known for the elegant and elongated letters of its font. But it switched to lowercase black letters with an awkwardly placed blue box atop the letter.\r\n\r\nIn reaction to the outcry, the company used Facebook to solicit its customers for advice. \"We know this logo created a lot of buzz and we’re thrilled to see passionate debates unfolding!” the company wrote. \"So much so we’re asking you to share your designs. We love our version, but we’d like to see other ideas.\" The call for help didn\'t amount to much and the company later returned to its \"classic\" roots.\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8349\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-jc-penney.jpg\" alt=\"new-logos-jc-penney\" width=\"545\" height=\"317\" />\r\n<strong>JCPenney</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2012</em>\r\n<em> Lifespan: A year</em></p>\r\nFor JCPenney JCP -0.35% , the logo woes were many. In fact, the company switched up its design every year for four years. In 2011, it threw out its classic logo for another featuring lower case letters and a red box. It then held a competition for a new design. The winner? A lowercase \"jcp\" in a blue box, bordered by a bigger red box. The tweak didn\'t make customers happy, however, and they changed the design back a year later (having also changed the logo a year before that in 2011). Of course, all these redesigns came as the company stumbled financially, capped by a $550 million loss in the fourth quarter of 2012.\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8350\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-starbucks.jpg\" alt=\"new-logos-starbucks\" width=\"545\" height=\"317\" />\r\n<strong>Starbucks</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2011</em>\r\n<em> Lifetime: Still alive</em></p>\r\nStarbucks SBUX 1.13% switched its logo to something simpler to celebrate its 40th anniversary. The company added a lot of green to the design and removed the \"Starbucks Coffee\" phrase that had wrapped around the company\'s signature symbol - a siren. CEO Howard Kurtz said that the mascot had \"been through it all\" over the last four decades, and needed a \"small but meaningful update.\" Reactions were initially mixed, although the criticism has since died down.\r\n\r\n&nbsp;\r\n\r\nRead more: <a href=\"http://fortune.com/2014/07/21/branding-gone-wrong-when-bad-logos-strike-back/\" target=\"_blank\">http://fortune.com/2014/07/21/branding-gone-wrong-when-bad-logos-strike-back/</a>', 'Branding gone wrong: When bad logos strike back', '', 'inherit', 'closed', 'closed', '', '1979-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1979, 'http://cbx.cappendev.com/1979-revision-v1', 0, 'revision', '', 0),
(2712, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Branding Roundtable 32</strong>\r\nOur original intent was to make this Roundtable about a particular type of experiential branding, environmental branding, the kind that brings brands to life in physical spaces. But the topic of brands and experience refuses to be neatly contained in any kind of space, physical or conceptual, and so you will shortly discover the wide (and still only partial) range of what is involved in strategizing, activating and communicating brands as they learn to thrive across an ever- expanding landscape of touchpoints.\r\n\r\nRead the full Roundtable discussion <a href=\"https://www.brandingmag.com/download/?product-id=173&amp;product-name=Brands+IRL%3A+How+Brands+Are+Experienced+in+Real+Life+-+Branding+Roundtable+32\">here</a>.', 'Brands IRL: How Brands Are Experienced in Real Life', '', 'inherit', 'closed', 'closed', '', '2295-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2295, 'http://cbx.cappendev.com/2295-revision-v1', 0, 'revision', '', 0),
(2713, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nWe live in the most hyper-connected time in the country\'s history; and yet we exist in a constant state of disconnection. While Apple, BlackBerry, Twitter, Facebook, LimeWire, Match.com, Fresh Direct, and Amazon are well-designed, convenient, and address specific needs -- and for the most part work well -- they are also responsible for the undeniable erosion in the kind of personal interactions we used to take for granted during the course of a regular day.\r\nI live in Manhattan, and I\'m always amused by watching teens walking down the street with their friends while texting and talking on their cell phones rather than with each other!\r\n\r\nHow is this younger demographic, armed to the teeth with and intravenously reliant upon a whole spectrum of technologically advanced connectivity tools, going to cope and interact as responsible adults?\r\n\r\nPoorly, I contend.\r\n\r\nFacebook, Twitter, MySpace? -- \"Social\" networks that do not require you to engage in any kind of human socialization.\r\n\r\nApple? -- Creators of the iMac, the iPod, the iPhone and iSolation.\r\n\r\nI do not think it too alarmist to say that we are in the midst of a gradual ebbing away of human interaction that could seriously impact people\'s ability to truly \"connect\" with one another.\r\n\r\nWe\'ve already seen the emergence of dieting coaches, dating coaches, life coaches. Now, people will pay many thousands of dollars to attend \"Unplugged Retreats.\"\r\n\r\nEventually, the pendulum will swing the other way, back toward more personal/human connections. And the brands that get that will be winners. I believe the brands that do not emphasize ultra-modern design, trendy badge value or blow-your-mind technological innovation as their core vision -- but rather emphasize the intrinsic value of person-to-person, real live human interaction -- are the ones that will ascend and maintain leadership positions in the long run.\r\n\r\nThis trend may already be happening. One company that is already starting to apply that thinking is venerable British Airways with the recent launch of their \"Face-to-Face\" program, which focuses on \"tangible human connections as a crucial driver for business growth.\"\r\n\r\nIt affords 1,000 U.S.-based business people/entrepreneurs the opportunity to travel overseas on the airline for free, in order to conduct face-to-face business meetings.\r\n\r\nMacy\'s \"Come Together\" cause-marketing campaign scores points for teaming up with Feed America to provide 10 million meals for local food banks. With the tagline \"The Great American Dinner Party,\" the retailer is encouraging people across the country to participate by having some friends over for a dinner party/fundraiser -- and just simply enjoy each other\'s company.\r\n\r\nMacy\'s will match the contributions raised by each party. Television commercials for the campaign feature celebs such as Martha Stewart, Usher, Jessica Simpson, Tommy Hilfiger, Donald Trump, and Queen Latifah enjoying their own dinner party after hours inside Macy\'s Herald Square.\r\n\r\nEven Zappos, the online clothing store, is picking up on this trend. Its CEO, Tony Hsieh, flew to New York last year to meet a customer for happy hour because he believes that customer focus is the only way to grow the company. During that same time frame, he also sent out an open invitation to a company barbecue in San Francisco and personally solved a service problem a customer left in a blog comment.\r\n\r\nOld School? Yes. But in this day and age, also kind of revolutionary.</p>\r\n\r\n<a href=\"http://www.mediapost.com/publications/article/116573/\" target=\"_blank\">http://www.mediapost.com/publications/article/116573/\r\n</a>\r\n\r\n\r\n', 'Brands Need Face-To-Face Connection', '', 'inherit', 'closed', 'closed', '', '1572-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1572, 'http://cbx.cappendev.com/1572-revision-v1', 0, 'revision', '', 0),
(2714, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Gregg S. Lipman:</br>\r\nWhen Hurricane Sandy hit the East Coast on October 29, millions of people—myself included—found themselves without electricity, heat, and water. In fact, more than a month later, some residents of New York and New Jersey are still struggling to get back to their normal daily lives.\r\n\r\nBut just a few days after the storm, it seemed that nearly all companies had gone back to business as usual—if their promotional emails were any indication. Unfortunately, many of those emails were memorable in that they pretty much ignored the tragedy around them.\r\n\r\nJust who are the decision-makers who approved insensitive messages in the days that followed the massive destruction, and did they realize just what had happened on the East Coast?\r\n\r\nRetailers Ralph Lauren, Anthropologie, and Urban Outfitters, among others, encouraged email recipients to shop their sites, without so much as acknowledging what had happened. How could anyone shop when they didn\'t even have running water, heat, or that lifeline to the outside world, the Internet? When so many people were without food, clothing—homes!\r\n\r\nBut some brands stepped up during the storm by offering genuinely sympathetic—and in the case of East Coast brands, empathetic—brand messaging that showed the people they were \"one of us\" and therefore worthy of our loyalty.\r\n\r\nWest Elm, for example, headquartered in the Sandy-damaged neighborhood of Dumbo, Brooklyn, made it clear that it, too, was hurt by the storm. Residents of the Rockaways rejoiced when several Target trucks pulled up filled with everything from bottled water to cleaning supplies. And Chase and American Express repeatedly offered financial and emotional support during the trying times.\r\n\r\nSo, here is our list for brands that \"surged\" and brands that \"sank,\" at least in many New Yorkers\' opinions, over the course of the past weeks.\r\n</br>\r\n<strong>Brands That Surged</strong>\r\n\r\n<strong>JetBlue</strong>\r\nThe Kennedy Airport-based airline has always been at the forefront of great customer service; and, in light of widespread devastation in its city, JetBlue surpassed expectations once again. Dave Canty, director of loyalty marketing and partnerships for the airline, sent a moving email in which he sent out thoughts and prayers to those affected by Sandy, and he commended customers for donating to JetBlueGives.org, a fund set up with the American Red Cross to help Sandy victims.\r\n\r\n<strong>American Express</strong>\r\nAnother New York-based brand, American Express, was one of the first companies to let its customers know that it was there to provide support, assistance, and access to its customers in the days following Sandy. From aiding with medical referrals to locating available lodging and enabling check-in for cardmembers, American Express made it undeniably clear that it was there to help, 24 hours a day. It also set up a Web page, \"Urgent Notice from American Express: Hurricane Sandy\" while acknowledging that many customers likely did not have Internet service at that time.\r\n\r\n<strong>Airbnb</strong>\r\nThe relatively new housing rental site has joined forces with Mayor Michael Bloomberg and the City of New York to have its members offer free housing to people in storm-ravaged neighborhoods. The site has a page, titled \"It\'s Time for Us To Come Together,\" where it details how it has provided shelter for more than 4,000 guests.\r\n\r\n<strong>FreshDirect</strong>\r\nFresh Direct cofounder and CEO Jason Ackerman sent an empathetic email to customers letting them know that the company, too, sustained damage from the hurricane, and updating them on the company\'s status. He also let customers know that Fresh Direct was donating food to victims, that it was trying to make delivery slots available to premium members, and that it was using nonbranded trucks to make up for the loss of some of its fleet.\r\n</br>\r\n<strong>Brands That Sank</strong>\r\n\r\n<strong>Urban Outfitters</strong>\r\nThe hipster retailer sent out an email days after the storm with the slightly insensitive subject line, \"This storm blows (but guess what doesn\'t)...\" Recipients who opened the email discovered a shopping promotion (10% off, plus free shipping), as if people suffering from the devastation of losing their electricity, heat, and in many cases their homes would possibly want to buy a lace baby doll dress or new hoodie sweatshirt.\r\n\r\n<strong>Howard Johnston\'s</strong> (and several other hotel chains)\r\nThe state of New Jersey launched a lawsuit against a Howard Johnson Express hotel that apparently raised its rates during Hurricane Sandy. That hotel wasn\'t the only one taking advantage of other people\'s hardship. Thousands of other complaints have been launched against hotel chains large and small for jacking up prices and preying on hurricane victims made homeless by the storm. Now that\'s what I call the exact opposite of hospitality.\r\n\r\n<strong>Macy\'s</strong>\r\nMacy\'s, the quintessential New York department store, runs sale promotions pretty much every single week—and the week of Hurricane Sandy was no different. The ad, which offered 20% off of Macy\'s products with its \"Hurricane Relief Pass,\" featured the copy line, \"In the face of such massive hardship, we\'re here to lend a helping hand.\" But it forgot to add the line, \"And make a pretty penny off of you in the process.\" Not to mention, with public transportation out for more than a week in some places, who could even get into a Macy\'s store to shop?\r\n\r\nSome good news: as the city gets up and running again and companies start to really take in the long-term damage of this tragedy, more and more brands are sending out sympathetic emails offering help—not just discounts or an opportunity to shop their latest wares.\r\n\r\nAs with Hurricane Katrina and the BP oil spill, companies are learning the hard way that one communications misstep can mean a long-term public relations disaster. And that\'s one risk no savvy brand should be willing to take.\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://www.marketingprofs.com/articles/2012/9686/brands-that-surged-and-brands-that-sank-after-hurricane-sandy\" target=\"_blank\">http://www.marketingprofs.com/articles/2012/9686/brands-that-surged-and-brands-that-sank-after-hurricane-sandy</a>', 'Brands That Surged (and Sank) After Hurricane Sandy', '', 'inherit', 'closed', 'closed', '', '1789-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1789, 'http://cbx.cappendev.com/1789-revision-v1', 0, 'revision', '', 0);
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(2715, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Today’s drug store looks nothing like the drug store of your parents’ youth.</strong>\r\nOnce upon a time, I was able to have neighborly banter with Stan, the local pharmacist, who greeted me warmly and actually knew all about me. Stan freely handed out community news, bad jokes and even a bit of innocuous gossip along with my prescription. Now I get it, things change, and I’m OK without Stan, but as both a consumer and a consultant, I wonder if the changes are for the better.\r\n\r\nToday’s drug store, if the word even applies anymore, is an eclectic assortment of allergy medications, cleaning products, packaged food and beverages, candy, “As Seen on TV” gadgets, toys, beauty, you name it. The operative idea is to create a one-stop shop for all things you need (and perhaps some that you don’t). The only item you can’t get these days in most drug stores? A personal relationship with your pharmacist.\r\n\r\nThe progression from mom-and-pop shops to mass chain stores has been the catalyst for the sector’s evolution. However, it’s important to examine the ways this has affected consumers. After all, the entire industry is working hard to leverage size, capture more market share and slash costs.\r\n\r\nThe growing impact of Big Pharma, Big Insurance and Big Government complicates things further. In such a complex and hypercompetitive sector, it’s easy to understand why companies are relentless about efficiency, with innovation supporting the needs of businesses but, unfortunately, not entirely helping the consumer. Thus, the myriad products overflowing from your neighborhood drug store’s shelves. No wonder Stan can’t provide a personal touch — he’s got quotas to fill and lines of folks at the drive-through.\r\n\r\nWhile this is the status quo, it doesn’t wholly feel right.\r\n\r\nWith the current drug store landscape, consumers inadvertently don’t get to reap as many personal benefits as they should, even while these changes have rewarded them in other ways, such as driving prices down.\r\n\r\nIn these times of increasing globalization, digital dependency, limitless choice and changing generation ratios, it is imperative that drug stores see through a more human lens as they seek to innovate in consumer care. In order to resonate with the consumer nowadays, the sector must break out of industry or category norms on product, service and experience.\r\n\r\nToday’s consumers, with their endless options, have the opportunity to be discerning about who they give their attention and money to. In our current era of e-health insurance (Oscar), medicine delivered straight to your door (Capsule) and even Amazon-created vitamins (Amazon Elements), what should the role of the “drug store” be? And can Big Drug Retail drive that?\r\n\r\nAt CBX, our work is at the intersection of consumer, channel and manufacturer. Our mantra “Connecting to the lives of people is what matters most” is intended to ensure that we, and our clients, seek the highest order of human-centric connectivity. The metric of money is always present, but the philosophy focuses on strategies that will derive long-term benefits while delivering against short-term realities.\r\n\r\nIn creating the “drug store of the future” or, more exciting, the “drug store of the now,” these brands need to ask themselves, “How can I exist in the consumer’s life in the most natural way?”\r\n\r\nFor example, in the U.S. every year, countless prescriptions written by doctors are not filled by patients. Clearly, these patients are neither utilizing the current system nor benefiting from it. This also puts added strain on other health care providers, who now have to potentially care for these noncompliant patients. It puts pressure on the government, which is part of the financial infrastructure of the health care industry. And the manufacturers, wholesalers and retailers don’t receive the revenue.\r\n\r\nDrug stores should be seeking to innovate to close this gap. Can they partner with the government, insurance companies and pharma to provide better education? Can they use technology to create better consumer relationships? Can they personalize their approaches? For instance, Merck recently partnered with Amazon to explore opportunities to better care for diabetes patients through the Echo platform. I won’t listen to my doctor or my wife, but maybe I’ll listen to Alexa!\r\n\r\nWhat else could we do if we took a “human first” approach in which drug stores didn’t just provide choice but also provided real guidance — the kind of empathic help that actually means something to consumers/patients? To date, drug stores have made halting steps, such as administering vaccines, to shift more toward a provider model. This model can and should expand, and it is helping move the industry in the right direction.\r\n\r\nConsider the Pharmacy and Medically Underserved Areas Enhancement Act (H.R. 592 and S. 109). This pending legislation would enable pharmacists to receive reimbursements for providing Medicare patients in underserved areas access to services such as diabetes, asthma and heart disease management; immunizations; wellness/prevention testing, and education about prescription drugs. If the bill becomes law, it will be a big step toward stronger patient-pharmacist relationships.\r\n\r\nAlong the same lines, another vision for the future is the drug store as a “life science center” — a resource for educating people about disease states and trends, and potential solutions; preventive choices and activities; therapy and therapeutic centers; navigating insurance and government processes; and cutting-edge, self-diagnostic resources/solutions. As a traffic driver, this could be a far stronger footing than, say, a two-for-one deal on Lay’s potato chips.\r\n\r\nWhat’s more, you cannot discount the value of the patient experience, particularly in the ways in which patients choose to interact with everything these days digitally.\r\n\r\nWe can universally acknowledge that the number of consumers utilizing digital tools — whether it be accessing their medical records or managing their health via wearables and apps — continues to rise. As technology increasingly and seamlessly integrates into people’s lives, the opportunity for the drug store industry is to lean on this newfound tech familiarity/dependency.\r\n\r\nRecently, Sam’s Club partnered with the health technology company higi to offer self-service health screening stations at Sam’s Club locations with a pharmacy. The digitally enabled self-care approach is on a par with the growing trend toward values centered on health and wellness.\r\n\r\nAs consumers take increasing interest and ownership of their health, drug chains should look to how they could utilize technology (particularly in mobile) to enhance the in-store experience as well as be a continued presence and asset post visit.\r\n\r\nThe drug store of the future/ drug store of the now will not appear overnight; rather, it will gradually evolve. Regulatory requirements and the current infrastructure may need to change, but Big Drug Retail certainly has the leverage to continue to innovate in ways that prioritize on the health, well-being and satisfaction of customers.\r\n\r\nEven in the short term, there are opportunities to create better experiences and, ultimately, higher revenue streams. As in most industries, the question remains whether chain drug retailers have the wherewithal to disrupt themselves or wait for others to. I believe that Big Drug Retail has the wherewithal to do just that. Hear that, Amazon?\r\n\r\nOriginally published in <a href=\"http://www.chaindrugreview.com/breaking-category-conventions-to-remain-relevant/\" target=\"_blank\" rel=\"noopener noreferrer\">Chain Drug Review</a>', 'Breaking Category Conventions to Remain Relevant', '', 'inherit', 'closed', 'closed', '', '2288-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2288, 'http://cbx.cappendev.com/2288-revision-v1', 0, 'revision', '', 0),
(2716, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nI\'ve recently experienced the incredible joys and wake-in-the-middle-of-the-night pressures associated with helping my son choose where, over the next four years, he will mature, learn and socialize before stepping out into the real world. And it\'s only costing my wife and me about $200k. Here\'s hoping there\'s an ROI!\r\n\r\nParents, like my wife and I, still want generally the same things from their kids\' colleges as they always have: solid reputations, small class sizes, personalized attention, safe campuses, and last but not least, a focus on education. But with tuition prices at exorbitant levels, parents now tend to rationalize their kids\' choices of colleges the same way they rationalize the purchase of any \"big ticket\" item: through brand. \"Well, it\'s a Viking stove, so that means it must be good.\"\r\n\r\nWhen buying higher education, we want the same fulfillment, especially since we\'re dropping several tens, if not hundreds, of thousands of dollars, We want a guarantee of a school\'s worth before we (or our kids) experience it. We want to know what we\'re getting in order to validate the plunge. To be honest, I\'d feel a helluva lot more comfortable plunking down all that cash if I knew I was buying into a brand.\r\n\r\nCertain higher-tier, \"prestige\" schools, like Harvard, MIT, UCLA, Oxford, Michigan and Brown, deliver on that brand promise. In addition to rock-solid reputations as centers of knowledge, these universities have done a great job of making themselves strong brands, creating a position in the marketplace (yes ... these days it is very much a marketplace) through their use of colors, mascots, symbols, and logos. In turn, they\'re always considered desirable, competitive and a good investment. Many kids come out of these schools and go on to good jobs and successful futures.\r\n\r\nBut what about the middle-to-lower tier \"mass\" schools? My son, a solid student, wasn\'t eyeing the Harvards and MITs, but was considering a dozen reputable, though not entirely tip-of-the-tongue, colleges. At the beginning of the school year, he gave his guidance counselor a list of the places he wanted to apply, and then returned to her office recently to let her know where he was accepted. She told him she was surprised he got waitlisted at Lehigh and Muhlenberg, but accepted into Lafayette. Amongst these mid-tier, no-brand colleges, she clearly had a perception that Lafayette was better than Lehigh and Muhlenberg -- we have no idea how this perception was formed.\r\n\r\nIn order for parents to feel good about shelling out the dough on these \"no-to-low brands,\" middle-tier schools need to brush up on their branding abilities and make people aware about what really differentiates their school from another. Heck, even the fictional Faber College from Animal House had a strong tag line! (\"Knowledge is good,\" for those of you who don\'t worship that movie the way I do.) On paper, many of these mid-tier institutions seem virtually identical, some with tag lines as dubious as Faber\'s, and have done little to set themselves apart. Here are some of the strikes against them:\r\n\r\nThe no-brand cache is less evident on a resume and therefore, does not \"give back\" or add quantitative value to a graduate\'s worth\r\nThe no-brand gets no \"wow, great school!\" comments to validate choice and experience\r\nThe no-brand demands a monologue to explain the basics. (\"Well, it\'s a small, private school in east-bum-fuck that has a really good bio-science program\" vs. a dialog built on understanding and connection, e.g., \"Is it really like Good Will Hunting there?\")\r\nThe no-brands do not strengthen the way our children are perceived by others or help to solidify their individual identities, as most brands we choose in our adult lives do (especially in our early 20s, when the sole purpose in life is to get a handle on our individual identity)\r\n\r\nMaybe it\'s because of what I do every day, but it doesn\'t seem like it should be SO hard for these no-brands to become big brands. And given that some college-age students are questioning whether college is worthwhile at all, given the eventual debt (nearly 80% of recent college graduates are returning to live with their parents), these colleges need to act fast in order to keep their schools, ahem, their brands, afloat. Here a few tips for how they can put themselves on the map:\r\n\r\n5 Tips for Going from a No-Brand College to a Brand College\r\n\r\nKnow your target student body (and parent body). Understand what motivates them and is relevant to them, and then make sure they know that you offer programs in which they\'d be interested. For example, Stony Brook University has a big bike share program, and University of the Atlantic in Maine uses 100% recycled paper for everything on campus.\r\n\r\nIf you want to be thought of as different, BE different. Create a program that puts you in a league of your own, and then promote that difference everywhere you can. For example, Colorado College divides its academic year into eight \"blocks,\" intensive academic units lasting three-and-a-half weeks, during which students and professors cover a semester\'s worth of course material, one course at a time.\r\n\r\nTranslate your purpose into a brand belief (what you are) and behavior (how your brand acts) that your current students and staff can understand and consistently communicate to prospective students/parents.\r\n\r\nGot any high-profile or famous alumni who perfectly reflect the mission of your school? Use \'em! Who better than an Oprah Winfrey (Tennessee State University), George Clooney (Northern Kentucky University) or Tim Allen (Western Michigan University) to serve as your brand ambassador?\r\n\r\nUnderstand your weaknesses and how they effect your brand image -- and then do away with them altogether.\r\n\r\nIn the end, I am happy to report that my son chose Lafayette College as the place where he\'ll spend the next four years. One of the reasons we all loved Lafayette was because they called out pieces of my son\'s essay in their acceptance letter, as opposed to the standard form letter he received from nearly every other school. This told us that Lafayette cared about the individual, and would give our son the attention we, and he, wants at this point in his life. It was a small gesture, yes, but it made a big impression on this branding professional, proving sometimes a school doesn\'t need to do that much to put a stake in the ground about how they want to be perceived.</p>\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/buying-a-brand-not-just-a_b_1659251.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/buying-a-brand-not-just-a_b_1659251.html</a>', 'Buying a Brand, Not Just a Mascot', '', 'inherit', 'closed', 'closed', '', '1539-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1539, 'http://cbx.cappendev.com/1539-revision-v1', 0, 'revision', '', 0),
(2717, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>Digital signage helped pave the road to Florida for c-store chain Wawa, and now it\'s rolling out to stores chainwide — apparently with a presidential candidate\'s seal of approval.\r\nConvenience store chain Wawa Inc. is in the process of deploying digital signage to all of the more than 600 stores it has across the U.S. The move comes after a wildly successful 25-store test run, and on the heels of the chain\'s move into the Central Florida market with a redesigned store concept featuring digital signage.\r\n\r\nWawa spokeswoman Lauren Sharp said the initial digital signage pilot last fall went so well that they decided to roll out across the chain, in an audio clip posted by the chain\'s digital signage partner, ADFLOW Networks.\r\n\r\n\"We were really excited about the opportunity to present more messages to our consumers at a frequent rate,\" she said in the clip. \"So digital signage allows us to switch out the messages on a daily basis, even daypart messaging, so that we were able to target a.m. daypart, p.m. daypart in ways we were never able to through static signage.\"\r\n\r\nWawa also has been able to cut expenses on the cost of printing and shipping static signage to stores, she said, which has helped the company offset the cost of producing dynamic content for the digital signage screens.\r\n\r\nThe deployment will see two screens deployed to each store, one in the foodservice area and another in the coffee/beverage section, Sharp said.\r\n\r\n\"Our new digital signage showcases our offer in a much more upscale, appealing way and moves us closer to our vision of \'fast casual to go,\'\" said Howard Stoeckel, CEO of Wawa, in an announcement from ADFLOW.\r\n\r\nADFLOW VP of Sales Steve Kartonchik said that his firm had been \"fortunate in this project to work with some great people at a leading operator. It has been a rewarding experience helping the Wawa Marketing, IT and Operations team implement their digital signage strategy across their stores.\"\r\n\r\nAnd digital signage is playing an even more prominent part in WaWa\'s new locations in the Sunshine State. The first of the chain\'s new stores in the Florida market opened July 18 across the street from Sea World, and four more were scheduled to open in the Orlando area within the next five weeks. New York City-based CBX, a creative agency specializing in retail design and operations, designed the new store prototype for the move into Florida, and featured digital signage prominently in the design.\r\n\r\nInside the store, customers will immediately see a red-tiled wall placed front and center, highlighting the center island kitchen, where fresh hoagie rolls will be baked daily. The food preparation area also incorporates a full-service specialty beverage section, where customers can order 20-plus varieties of hot drinks, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nWawa\'s new touchscreen digital signage self-ordering technology even made national news earlier this year, when Republican presidential candidate Mitt Romney mentioned at a campaign stop in Pennsylvania that he\'d visited a Wawa store and expressed his appreciation of its self-order tech.\r\n\r\n\"I went to a place called Wawa\'s today, you ever been there? ... You press a little touchtone keypad, you touch this, touch this, go pay the cashier, there\'s your sandwich. It\'s amazing,\" Romney said, according to The Los Angeles Times. \"It\'s amazing — people in the private sector learn how to compete. It\'s time to bring some competition to the federal government and to get it smaller and get it to respond to the customers — which are you.\"</p>\r\n\r\n<a href=\"http://www.digitalsignagetoday.com/article/200807/C-store-chain-Wawa-goes-gaga-for-digital-signage\">http://www.digitalsignagetoday.com/article/200807/C-store-chain-Wawa-goes-gaga-for-digital-signage</a>', 'C-store chain Wawa goes gaga for digital signage', '', 'inherit', 'closed', 'closed', '', '1653-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1653, 'http://cbx.cappendev.com/1653-revision-v1', 0, 'revision', '', 0),
(2718, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>CSNews\' Don Longo and Sheetz EVP Joe Sheetz discussed the future of prepared food</strong>\nThe restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This was apparent at the 2013 National Restaurant Association Show (NRA Show), held May 18-21 at Chicago\'s McCormick Place.\n\nIn the first of two convenience store-specific panels that were part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food.\n\nLongo presented select insights from CSNews\' 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at c-stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during another NRA Show panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?\" This session was presented by Nancy Caldarola, education director for NACS, the Association for Convenience & Fuel Retailing; Bill Reilly, senior vice president of marketing at GPM Investments LLC, owner of Fas Mart and Shore Stop convenience stores; and Joseph Bona, president of branded environments for CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process, and expanded fresh and healthy offerings, according to the panelists.\n\nThis year\'s NRA Show attracted more than 62,500 registrants from all 50 states and 100-plus countries.\n<a href=\"http://www.csnews.com/article-c_store_foodservice_served_up_at_nra_show-5980.html\" target=\"_blank\">\nhttp://www.csnews.com/article-c_store_foodservice_served_up_at_nra_show-5980.html</a>', 'C-store Foodservice Served Up at NRA Show', '', 'inherit', 'closed', 'closed', '', '1840-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1840, 'http://cbx.cappendev.com/1840-revision-v1', 0, 'revision', '', 0),
(2719, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Innovators Are Pushing the Envelope With Elevated Foodservice, Sleek Architecture, Savvy Brand Partnerships and More, Say Experts From CBX and Insight</strong>\r\nToday\'s convenience stores face growing pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at brand agency and retail design consultancy CBX, and Dan Munford, Managing Director of U.K.-based convenience and petroleum retail strategy specialists Insight.\r\n\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\nThose changes, Bona added, extend well beyond the fallout from the rise of ecommerce. \"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nIn Europe and the United States alike, a growing number of c-store chains now aim to accomplish this by offering dramatically improved food offerings, often in sumptuous settings relative to the c-stores of the past, Munford said. According to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing increasingly sophisticated store designs centered on higher-quality food, Bona said. \"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64% -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nHowever, the trick is not just to offer higher-quality food, but also to elevate the overall customer experience. \"Coffee shops in the U.K., for example, are booming, not because consumers are drinking more coffee, but because they fill a \'social venue\' gap in society -- one that used to be met by pubs,\" Bona said. \"Today\'s c-stores have the opportunity to do the same thing.\"\r\n\r\nAdding to the pressure is the reality that brick-and-mortar retail in general is becoming more disciplined, articulate and differentiated, largely in response to ecommerce. In this context, c-stores that fail to innovate are at risk of falling behind. \"What are you doing to become more differentiated?\" Bona asked the audience. \"What improvements are you making in the area of customer service? Through innovation, you can actually transcend old perceptions of what convenience means and forge a new paradigm.\"\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating rapidly changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\nWith respect to foodservice, Bona and Munford noted, a central issue facing the industry is whether to develop their own foodservice brands or to engage in brand partnerships. \"In Europe, two of the most interesting partnership models to date are the Euro Garages \'convenience malls\' and the \'brand implant\' model being developed by Tesco,\" Munford related. \"The Euro Garages are essentially a branded partner offer. Picture a hip-looking, corrugated building alongside the road, with the likes of Starbucks Coffee or Subway inside.\"\r\n\r\nEuro Garages has already rolled out hundreds of these locations, Munford said. For its part, Tesco has partnered with foodservice brands such as Harris &amp; Hoole, Giraffe Cafe, Euphorium and Fred\'s to good effect. \"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nIn the conclusion to the presentation, Bona summed up the takeaway from these trends. \"In the old days, people went to c-stores simply because they were easy to shop,\" he said. \"Today, they\'re looking for something more. They want a pleasant environment, high-quality food, convenient locations, and, yes, good deals. The challenge moving forward is to exceed these rising expectations on all fronts.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/c-stores-must-raise-their-game?\" target=\"_blank\">CSPnet</a>\r\n<a href=\"http://www.cstoredecisions.com/2014/10/17/c-stores-evolving-among-rising-expectations/\" target=\"_blank\">C Store Decisions</a>\r\n<a href=\"http://www.carwash.com/articles/print/90212-consumer-expectations-new-competition-pressure-c-stores-to-evolve\" target=\"_blank\">Carwash.com</a>\r\n<a href=\"http://www.individual.com/storyrss.php?story=197480877&amp;hash=899553d87de314186db4145412bef97b\" target=\"_blank\">Individual</a>', 'C-Stores Are Evolving Quickly Amid Rising Expectations, Experts Say', '', 'inherit', 'closed', 'closed', '', '2014-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2014, 'http://cbx.cappendev.com/2014-revision-v1', 0, 'revision', '', 0),
(2720, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>Cadena Comercial OXXO, the Mexican convenience store chain, has appointed CBX, the New York-based strategic branding and retail design consultant, with a view to expand its foodservice offerings.\r\nOXXO\'s menu includes sodas and bakery products. OXXO and CBX will also work together on several operational issues that are related to foodservice. With the middle class growing in Mexico, OXXO reportedly plans to position itself for future growth. Besides foodservice offerings, it will also open more outlets. The company plans to reach 12,000 outlets in the next three years. Last year, OXXO opened over 1000 outlets.\r\n\r\nThe Monterrey-based convenience store chain, which presently has overt 8,400 convenience stores across Mexico and Latin America, is a completely owned subsidiary of beverage company Femsa. Cadena Comercial OXXO also operates as a nationwide distributor of coca cola products.\r\n\r\n<a href=\"http://conveniencestoresgasstations.retail-business-review.com/news/cadena-comercial-oxxo-to-expand-foodservice-offerings-120511\" target=\"_blank\">http://conveniencestoresgasstations.retail-business-review.com/news/cadena-comercial-oxxo-to-expand-foodservice-offerings-120511</a>', 'Cadena Comercial OXXO to expand foodservice offerings', '', 'inherit', 'closed', 'closed', '', '1758-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1758, 'http://cbx.cappendev.com/1758-revision-v1', 0, 'revision', '', 0),
(2721, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>A reboot 2 years in the making</strong>\r\nThirty-five years after making a splash with the introduction of Diet Coke, the Coca-Cola company announced that the marquee product is getting a “full brand restage.” Starting next month, consumers who pass by the beverage case will see Diet Coke in new product dress: A skinny silver can sporting a bold center stripe whose colors correspond to four new flavors.\r\n\r\nAccording to a company statement, the new look and taste are aimed at “re-energizing and modernizing Diet Coke for a new generation of drinkers.”\r\n\r\nThe most noticeable part of the rebranding will be the package design, which Coke developed with a creative assist from U.K.-based shop Kenyon Weston. Though the new cans contain 12 fluid ounces just like their older counterparts, they sport a slender profile that’s more evocative of Red Bull or Starbucks Refreshers than mom’s standby diet soft drink. (Diet Coke’s original packaging will not be discontinued; the new cans will instead be offered as an option in the existing lineup.)\r\n\r\nWhile slender cans may function as a kind of subliminal cue to the low-calorie beverage inside, Cola-Cola North America’s group director for Diet Coke Rafael Acevedo told Adweek that his team chose the new cans for another reason. “It makes the brand feel more contemporary,” he said. “It modernizes the brand and makes it feel very premium.”\r\n\r\nCola-Cola devoted no fewer than two years in this effort, an obvious measure of the project’s importance. “We tried to behave very entrepreneurially and move as fast as we could,” Acevedo said. “But when you’re recasting the second largest brand in the company you want to make sure you get it right.”\r\n\r\nThe retooling project was based on intelligence gathered from interviews with 10,000 consumers who were queried for their opinions on both packaging styles and, perhaps even more importantly, flavors. After testing 30 new varieties, the company finally settled on four: Ginger Lime, Twisted Mango, Feisty Cherry and Zesty Blood Orange.\r\n\r\nAs the names suggest, the goal here is to appeal to the taste buds and the discernment of younger consumers, who have been steadily drifting toward energy drinks and flavored waters. Indeed, soda consumption overall has been slipping for over a decade now, and an in-house study released by Beverage Digest in April of last year noted that while sales of Diet Pepsi have suffered the most (slipping 9.2 percent), Diet Coke’s volume had fallen by 4.3 percent.\r\n\r\nAcevedo denied that Coke undertook the strategy as a direct response to those market pressures, saying instead that it “was more driven by the consumer versus the competition. Younger consumers are longing for new experiences and bolder flavors and innovation. In order for us to be relevant for the younger audience, we need to evolve with them.”\r\n\r\nDustin Longstreth, chief marketing and chief strategy officer of brand and design agency CBX, agrees that there’s a need for that evolution. “There is a population of the current generation of consumers that are probably suspicious of soft drink formulations in general—they equate it with something unnatural and overly processed product. Simultaneously, it is a category that continues to grow through increasingly bold and innovative flavor experiences. In the case of Diet Coke, they clearly sought to stay true to who they are to appeal to their Diet Coke loyalists while also giving prospective new consumers an interesting excuse to give it a try.”\r\n\r\nIf all goes as Coke hopes, part of that interesting excuse will come from an accompanying marketing campaign to kick off next month from creative shop Anomaly. While Acevedo would not part with many details about the work, he said, “it’ll have the essence of Diet Coke, but the personality of the brand is evolving and modernizing.” In addition, Diet Coke will depart from its traditional focus on female consumers—historically, the core buyer of diet beverages—and roll out a creative effort that “will be more gender neutral.”\r\n\r\nTime will tell, of course, if consumers cotton to the changes, but Hayes Roth, principal of branding shop HA Roth Consulting, believes that they were worth making. While many beverage brands are tinkering with new flavors, he points out, the new packaging “will set them apart. I’d say it’s a bold, smart move, and they’re covering themselves because they’re keeping the original size [can.] The old Coke can looks dated by comparison.”\r\n\r\nOne significant thing that won’t change is Diet Coke’s original formula—a fact the company took pains to make clear in the second line of its news release: “No, the one-and-only Diet Coke is not being reformulated.”\r\n\r\nThe advisory appears to be a thinly-veiled reference to the 1985 launch of New Coke—which remains the greatest product fumble in history with the possible exception of the Ford Edsel.\r\n\r\nIntended to improve on the then 99-year old Coca-Cola formula, New Coke was supposed to transform and revolutionize the product. Instead, it sent consumers scrambling to stock up on the original Coke and overloaded the company switchboard with 8,000 complaint calls a day—a “firestorm of consumer protest,” the company acknowledges today.\r\n\r\n“We’ve had the opportunity to learn through the years that if you have something great you don’t mess with that,” Acevedo said. “We know we have a loyal following that loves the taste and we want it to be super clear that we don’t want to change that great taste.”\r\n\r\nOriginally published by <a href=\"http://www.adweek.com/brand-marketing/can-diet-cokes-new-skinny-rainbow-colored-cans-attract-the-millennials-it-covets/?lipi=urn%3Ali%3Apage%3Ad_flagship3_company%3BzM6Ck4bKRgOhTmwaDgnW1Q%3D%3D\">Adweek</a>\r\nPhoto courtesy of Robert Klara', 'Can Diet Coke’s New Skinny, Rainbow-Colored Cans Attract the Millennials It Covets?', '', 'inherit', 'closed', 'closed', '', '2301-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2301, 'http://cbx.cappendev.com/2301-revision-v1', 0, 'revision', '', 0),
(2722, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Gregg S. Lipman\n<em>Manhattan, you\'re losing your edge.</em>\n\nOnce upon a time, you were the place to be, home of cool restaurants, stylish stores, landmark brownstones, enviable lofts, beautiful people and driver-driven Escalades.\n\nActually, that place still exists - but now it\'s called Brooklyn.\n\nYup, Brooklyn has become so synonymous with all things cool -- and also \"artisanal,\" \"DIY,\" \"indie,\" \"handcrafted,\" and \"foodie\" - that the New York Times recently deemed it its own brand. The Brooklyn Flea, which has been written about in so many publications, is thinking about branching out into other non-New York markets. The Brooklyn Nets won\'t be celebrating a championship this year at the brand-spanking new Barclays Center, but the team definitely has cool cache (helped in part by Jay-Z and Beyonce). And the 25-year-old Brooklyn Brewery is going to open its first outpost in Stockholm this year. Brooklyn is also a verb, as in \"Brooklynizing,\" and an adjective, as in \"Brooklynish.\" Los Feliz has been called the \"Brooklyn\" of Los Angeles, Kreuzberg is the Brooklyn of Berlin, Jersey City is the Brooklyn of...well, maybe not, but you get the picture.\n\nFor someone who always considered Manhattan the holy grail, all this hype around Brooklyn leaves me feeling twisted. Full disclosure: My formative first half-dozen years of life were in Brooklyn, before I was banished to the foreign land called New Jersey. Maybe this dates me, but when I first moved back into the city (aka, \"The City\"), Brooklyn was where people went simply because they couldn\'t afford Manhattan. Manhattan had the glamour, the edge, the energy, the style. It was Tiffany\'s, it was Bloomies, it was CBGB and The Bottom Line. It\'s where Dylan got his start and where Warhol incubated The Velvet Underground. But now, 7-Elevens have taken over, exorbitant apartment prices have ensured that only bankers can live there, Elmos have replaced the hookers in Times Square (and not necessarily for the better!) and celebrities are hopping on the F train to their brownstones in Brooklyn Heights and Boerum Hill. Manhattan looks like a sad little wannabe.\n\nSo how can the Bronx (which has Arthur Avenue and the Cloisters, c\'mon), Queens (home of the potentially hip Astoria and Long Island City) and Staten Island (which is ripe for a remodel after Hurricane Sandy) take a page out of Brooklyn\'s book? And how can Manhattan get back on top? Here are some tips from the reigning New York borough:\n\n<strong>1. Forge alliances.</strong>\nBrooklyn businesses and business owners tend to stick together, and these relationships have helped the borough project an image of unity and pride. Brooklyn Flea founder Eric Demby used to work for Borough President Marty Markowitz. Andrew Tarlow, of Williamsburg\'s Diner and Marlow &amp; Sons restaurants, partnered with Dumbo\'s real estate heir, Jed Walentas, to open the Wythe Hotel. Barclays Center has joined forces with hot Brooklyn food retailers like Calexico and Blue Marble to sell their offerings at the new stadium. Partner and you shall prosper.\n\n<strong>2. Keep it real.</strong>\nRather than forcing out old populations to make room for new ones, Brooklyn has stayed true to its old-school roots and promoted the cultural diversity of its neighborhoods. Hassidim still live alongside hipsters in Williamsburg, Poles still live alongside, well, more hipsters in Greenpoint, and yuppie families live alongside old Italian butchers in Carroll Gardens. There\'s an overall down-to-Earthness in Brooklyn that might not be found on the Upper East Side; there, sneakers and jeans are the norm, not Chanel suits.\n\n<strong>3. Enlist ambassadors.</strong>\nWhether they are celebs, restaurant owners or 80-year-old men sitting on their Carroll Gardens brownstone stoops, the residents of Brooklyn are a proud bunch. And they are quite vocal about their love for where they live. Ingenues Michelle Williams and Anne Hathaway are often photographed at the Brooklyn Flea. Ethan Hawke, who came to symbolize Chelsea in the \'90s (so much so that he made a movie, \"Chelsea Walls\"), recently bought a brownstone in Boerum Hill. And hey, stylish Brits David and Victoria Beckham thought Brooklyn so cool that they named their firstborn for the borough. Celebs like Barbara Streisand and Larry David may have gotten out of Brooklyn, but they often talk about their Brooklyn roots in interviews.\n\n<strong>4. Think local.</strong>\nWhen it comes to retail, Brooklyn is the Etsy of neighborhoods. The main drags of Carroll Gardens, Park Slope and Williamsburg don\'t tout the chain retailers like Manhattan, but instead boast smaller boutiques peddling wares that are made right there in Brooklyn. (Smith Street\'s By Brooklyn calls itself \"the only store dedicated to the sale of fine goods made across the great Borough of Brooklyn.\") At Brooklyn Larder, a specialty food shop opened by Franny\'s owners Francine Stephens and Andrew Feinberg, many of the offerings come from Brooklyn-based brands. And restaurants like iCi in Ft. Greene and Frankie\'s 457 in Carroll Gardens use produce from Red Hook\'s Added Value farm on their menus.\n\n<strong>5. Tout your lineage.</strong>\nHave you noticed just how many brands there are out there right now with the name \"Brooklyn\" in the title? Beer company Brooklyn Lager is one of the oldest and most visible, but there is also Brooklyn Industries, Brooklyn Bowl, the Brooklyn Flea, the Brooklyn Home Company, to name a few. And nearly every brand based in Brooklyn -- from Mast Brothers Chocolate to McLure\'s Pickles -- proudly boasts its \"Made in Brooklyn\"-ness on its packaging.</br>\nBut Brooklyn shouldn\'t get too comfy with its current cool status; it\'s just a matter of time before the borough suffers a backlash as well, and the cool hunters go in search of the next big thing. So get moving, Bronx, Queens and Staten Island and, yes, Manhattan....this is your time. In the immortal words of Queens\' residents Run DMC, \"\'I\'m going back to Brooklyn, to Brooklyn, I\'m going back to Brooklyn (I don\'t think so...).\'\" Okay, I took a little creative license with that one.\n<a href=\" http://www.huffingtonpost.com/gregg-s-lipman/can-manhattan-get-its-gro_b_3246495.html?view=print&comm_ref=false\" target=\"_blank\">\nhttp://www.huffingtonpost.com/gregg-s-lipman/can-manhattan-get-its-gro_b_3246495.html?view=print&comm_ref=false</a>', 'Can Manhattan Get Its Groove Back?', '', 'inherit', 'closed', 'closed', '', '1816-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1816, 'http://cbx.cappendev.com/1816-revision-v1', 0, 'revision', '', 0),
(2723, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nBefore all you naysayers, Debbie Downers and crowdsourcers persist in your badmouthing of the new Starbucks logo that headquarters took the wraps off of two weeks ago—and hell knows there are plenty of you—I’d like to stick my neck out here and call for a moment of reflection. Perhaps you can sit back with your Venti Latte as you read this because I suspect (to use the author of “Why the new Starbucks logo frightens me” editorial in the Washington Post last week as just one example) that plenty of you maniacal tweeters and angry Facebook updaters are Starbucks addicts to begin with.\r\n\r\nFrom a branding perspective, there are quite a few positive aspects of this new icon. And, ye brand builders, who among you would not like to see your own company become an icon, as Starbucks is so patently now trying to be?\r\n\r\nMaybe you were just a twinkle in your parents’ eyes when Nike became synonymous with a swoosh, Playboy became known by two bunny ears (and, well, some other things) and McDonald’s golden arch became the talisman for a quick, cheap cheeseburger. But today, like them or not, these symbols are as recognizable as the American flag.\r\n\r\nSo why the outcry over the green mermaid? Do you think that back in the ’70s, ’80s and ’90s, people took to the streets to voice their own personal design sensibilities and nitpick every Pantone shade and font style? My guess is no, namely because the logos of yore debuted in a different, Internet- and PDA-free era, when people had time to let the iconography sink in and didn’t sound off against a new corporate badge the moment of its unveiling.\r\n\r\nCompare these introductions to the mayhem that ensued after Tropicana changed its orange juice packaging, when Pepsi introduced its new, slightly altered logo, or when The Gap took its logo out of the box (in an attempt to think out of the box), then cowered to criticism and went back, within a matter of days, to its old logo. Would anyone even be able to distinguish the new Starbucks logo from the old one if not for the thousands of Web sites, tweets and Facebook status updates related to its introduction?\r\n\r\nBut back to the business issue at hand. For the three or four of you who might not have seen it yet, the new Starbucks logo pretty much magnifies the mermaid and, most importantly, dispenses with the word “coffee.” And the logo works. It’s simple, ballsy and, without the “coffee” to limit the product offering, it’s remarkably adaptable (which was the whole point).\r\n \r\nWhat most critics don’t realize is that this is Starbucks’ fourth logo since 1971. The first (which featured a brown, bare-breasted, double-tailed siren) has been modified over the years. So why this latest change? The way Starbucks is spinning it, the logo introduction coincides with the company’s 40th anniversary. Great. But the truth is, with its muddled offerings and loss of market share, Starbucks needed the refresh. So can you blame corporate for trying to do that?\r\n\r\nI don’t—but clearly I’m in the minority. A Google search under “new Starbucks logo” yields a torrent of critical comments. (Example: “It’s the same freakin’ logo, just unfinished,” scowled one critic. “Where’s the name? Do they think they’re Prince or something?”) So I guess my plea for calm comes too late. Fortunately, when it comes to a more thoughtful consideration of this corporate maneuver, I have some company: “It seems the brand has shifted gears and is now offering up mermaids instead of coffee,” said the reliably snarky but smart AdRants. “And is that really a bad thing? After all, mermaids are hot!”\r\n\r\nSo’s the coffee—and so, as time goes on, will be this logo.</p>\r\n\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/can-we-give-mermaid-break-please-126249\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/can-we-give-mermaid-break-please-126249</a>', 'Can We Give the Mermaid a Break, Please?', '', 'inherit', 'closed', 'closed', '', '1559-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1559, 'http://cbx.cappendev.com/1559-revision-v1', 0, 'revision', '', 0);
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(2724, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Merchants Must Assess Whether There Is a Match Between Opportunities to Distinguish Themselves From the Competition as Well as Their Capability to Leverage These Opportunities, CBX Executive Writes</strong>\nWhile savvy merchants go out of their way to differentiate themselves from the pack, a strategic approach to change is essential to survival in today\'s increasingly competitive retail environment, writes Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, in a guest commentary that appeared earlier this month on <a href=\"http://chainstoreage.com/article/staying-same-not-option?ad=exclusives-analysis\" target=\"_blank\">www.chainstoreage.com</a>, a retail management publication.\n\nIn the column, titled, \"Staying the Same is Not an Option,\" Bona states that retailers can neither afford to operate stores whose appearance, merchandise mix, level of service and other attributes closely resemble or mirror those of their counterparts, nor rely on previously effective tactics to sharpen their competitive edge. \"Gone are the days when a lagging chain can take a \'me, too\' approach and try to eke out an existence by copying successful innovators,\" writes the veteran store designer. \"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. Tweaks such as these might have worked 10 or 15 years ago. Today these kinds of changes are table stakes.\"\n\n\"But if staying the same is not an option, how should retailers tackle the challenge of change?\" he asks, noting that the first step for merchants entails assessing whether they possess the prerequisites for capitalizing on opportunities for transformation. \"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,\" he advises. Retailers must determine if they have the corporate culture, back-end systems, financial strength and human resources necessary to support the potential change and, if not, whether the opportunity merits the effort required to attain them, Bona contends.\n\nEnsuring that changes under consideration jibe with \"brand attributes\" is equally important, Bona observes. For example, he notes that a chain widely regarded for its fast, personalized service would be ill-advised to implement a new program designed to slow down the shopping experience, under the pretext that longer dwell times will lead to increased customer spending.\n\nBona also counsels retailers to accept that change entails risks, but does not necessitate embracing every trend. \"The focus should be on how individual technologies and services can bolster and fit into the overall mission,\" he writes. \"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\nThe executive concedes that although innovating in retail is hard work compared with staying the same, remaining on the leading edge is possible when retailers are honest and realistic about the limits of their brand and the actual capabilities of the company. \"Otherwise,\" he concludes, \"you fall prey to inertia, which is no option at all.\"\n', 'Careful Approach to Change Is Key for Retailers', '', 'inherit', 'closed', 'closed', '', '1889-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1889, 'http://cbx.cappendev.com/1889-revision-v1', 0, 'revision', '', 0),
(2725, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>New York-based design agency CBX said it hired industry veterans Andrew Campbell and Dominick Cirigliano to serve as vice presidents on the firm’s new business team . Both men will be responsible for overall business development with new and existing clients. Their primary focus will be on CBX’s core strategic services in corporate identity, consumer branding and retail.\r\nCampbell comes to CBX from Innovations & Development Inc., an Edgewater, N.J.-based product and packaging innovation firm, where he led the company’s business development efforts, CBX said. Cirigliano most recently worked for Brand Engineers, a brand-positioning agency headquartered in Teaneck, N.J., as director, business development.\r\n\r\n“Both Andrew and Dominick bring a wealth of experience and a fresh, new perspective to our new business team,” said Gregg S. Lipman, managing partner, CBX. “We look forward to their participation in expanding our new business pipeline and strengthening our position as the brand agency that helps clients gain an edge in a very competitive world.”\r\n\r\n<a href=\"http://www.plstorebrands.com/top-story-cbx_adds_two_industry_veterans_to_business_development_team-1387.html\" target=\"_blank\">http://www.plstorebrands.com/top-story-cbx_adds_two_industry_veterans_to_business_development_team-1387.html</a>', 'CBX Adds Two Industry Veterans to Business Development Team', '', 'inherit', 'closed', 'closed', '', '1702-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1702, 'http://cbx.cappendev.com/1702-revision-v1', 0, 'revision', '', 0),
(2726, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'CBX has appointed Anthony Simon as Group Director of its branded environments team.\r\nThe retail and restaurant design industry veteran brings more than 20 years of experience to CBX, where he will provide creative leadership, oversee process and operations, as well as drive business development efforts. He reports to Joseph Bona, President, CBX Branded Environments\r\n\r\nSimon joined CBX from TPG Architecture, an architecture and design firm in New York City, where, as Design Director, he was a responsible for business development, direction and management of design concepts and staff, and account relationships. His key accounts included Perry Ellis, Original Penguin, Crocs, Adidas, Charming Charlie, HTC, RXR and The Empire State Building.\r\n\r\nPrior to his time at TPG, Simon developed a rich background in project and studio management, creative direction, and relationship building at New York design firms 212 Design Inc. and TSC Design Associates. His key accounts at those firms included Starbucks, Heineken, T Anthony Luggage, Dylans Candy Bar, Quiksilver, Payless, Revel Beach &amp; Nightclub, Sean John, L\'Occitane, and numerous independent restaurants. Earlier in his career, he was a project manager with L\'Oreal USA\'s Lancôme store planning division.\r\n\r\nA resident of Maplewood, N.J., Simon studied at the Pratt Institute School of Architecture, Brooklyn.\r\n\r\n\"Anthony brings a diverse perspective to CBX. He has an impressive background and has worked with a broad spectrum of specialty retail and restaurant clients,\" said Bona. \"We look forward to his leadership and creative contributions to our team.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://vmsd.com/content/cbx-appoints-retail-veteran-branded-environments-team\" target=\"_blank\">VMSD</a>\r\n<a href=\"http://www.chainstoreage.com/article/cbx-names-group-director-branded-environments?ad=news\" target=\"_blank\">Chain Store Age</a>\r\n<a href=\"http://www.rew-online.com/2014/07/10/whos-news-ray-kenny-named-special-projects-manager-at-pb-spector-hires-five-new-architects/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+RealEstateWeekly+%28Real+Estate+Weekly%29\" target=\"_blank\">REW</a>\r\n<a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/CBX-Appoints-Retail--11856.shtml\" target=\"_blank\">design:retail</a>', 'CBX Appoints Retail Veteran to Branded Environments Team', '', 'inherit', 'closed', 'closed', '', '1973-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1973, 'http://cbx.cappendev.com/1973-revision-v1', 0, 'revision', '', 0),
(2727, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>New York, NY - February 6, 2012 - CBX, the New York-based brand agency, has appointed two industry veterans to join its new business team as vice presidents.\r\nAndrew Campbell and Dominick Cirigliano will both be responsible for overall business development with new and existing clients. Their primary focus will be on CBX’s core strategic services in corporate identity, consumer branding and retail.\r\n\r\nAndrew comes to CBX from Innovations & Development Inc. (IDI), a product and packaging innovations firm, where he led the company\'s business development efforts. Among his many clients were LG Electronics, Colgate-Palmolive, Kraft, Calphalon, Reckitt Benckiser, Nuk and Masterbrands. Andrew brings a background rich in design and manufacturing experience to his new role. Prior to IDI, he was one of the first employees at Multimedia Solutions Corporation, an interactive design consultancy. In 1991, he co-founded Enviro-Pak, a recyclable fiber container-manufacturing firm, which he sold in 1995.\r\n\r\nDominick comes to CBX from Brand Engineers, a brand-positioning agency, where he held the position of Director of business development. Prior to that he held similar positions with Dragon Rouge, an international brand design firm, and Brand Institute, an international brand identity consultancy. In these roles, he worked with clients to develop innovative solutions to their brand strategy, nomenclature development and market research needs. With over 10 years of healthcare and consumer-based marketing experience, Dominick has developed relationships with companies such as Pepsi, Unilever, Sanofi-Aventis, Merck, Pfizer, AstraZeneca, Johnson & Johnson and Procter & Gamble.\r\n\r\n\"Both Andrew and Dominick bring a wealth of experience and a fresh, new perspective to our new business team,\" says Gregg S. Lipman, managing partner, CBX. \"We look forward to their participation in expanding our new business pipeline and strengthening our position as the brand agency that helps clients gain an edge in a very competitive world.\"\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/dudes.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/dudes.jpg\" alt=\"\" title=\"dudes\" width=\"743\" height=\"175\" class=\"alignnone size-full wp-image-649\" /></a></p>', 'CBX Appoints Two Industry Veterans for New Business Team', '', 'inherit', 'closed', 'closed', '', '1579-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1579, 'http://cbx.cappendev.com/1579-revision-v1', 0, 'revision', '', 0),
(2728, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Assignment Focuses on Total Site Design and Brand Strategies for Terpel Operation in Colombia.\r\nCBX, the brand agency and retail design consultancy based in New York, is working with Organizacion Terpel S.A., to completely update the company\'s Terpel gas and diesel fuel station sites in Colombia.\r\nLike many global petroleum companies, the Bogota-based Organizacion Terpel is hoping to expand its customer base by increasing its appeal to women, families and young consumers, explained Joseph Bona, president of branded environments at CBX. The firm\'s design and strategy teams worked with the company to take a fresh look at everything from updating the corporate identity and logo to creating new architecture for the forecourt and retail shops and how each can support Organizacion Terpel\'s corporate strategy for growth. A leading fuel supplier in Colombia, Terpel\'s network includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports. The company also sells fuels for automobiles, aircraft and motorboats in other Central and South American markets.\r\nWith a goal of creating a compelling design for the next 10 years, the entire forecourt for the company\'s retail fuel network has been completely reinvented, including canopy, pylon and fuel island design along with other customer touch-points, Bona noted. CBX also designed graphics and architecture for a newly revamped convenience store, branded car wash and service bays. The first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\r\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,\" Bona continued. \"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 \'retro-fittable\' design approach for adaptation to the existing portfolio of facilities.\"\r\nCBX worked closely on the project in association with The Murphy Group LLC, Ashburn, Va., which has independently served as a consultant to Organizacion Terpel S.A. on a wide range of strategic business activities.\r\n\r\n<strong>About Organizacion Terpel S.A.</strong>\r\nOrganizacion Terpel S.A. is a privately held Colombian oil and gas company founded in 1968. Formerly known as Terpel Bucaramanga, the company changed its name to Organizacion Terpel S.A. in 2001. Based in Bogota, Colombia, Organizacion Terpel S.A. distributes and sells fuel products for automobiles, aircraft and motorboats. It also produces and sells lubricants for marine and industrial use as well as for vehicles using diesel, gasoline and natural gas; and distributes natural gas for vehicles in Colombia, Mexico, Peru and Chile. The company also offers fuel and lubricants to sugar mills, oil and mining markets. The company operates service stations in Colombia, Ecuador, Chile and Panama. It also manages fuel supplies for two airports in the Dominican Republic. Organizacion Terpel S.A. is a subsidiary of Sociedad De Inversiones En Energia S.A., which is a subsidiary of Compania de Petroleos de Chile COPEC S.A.', 'CBX Assists Organizacion Terpel S.A.', '', 'inherit', 'closed', 'closed', '', '1799-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1799, 'http://cbx.cappendev.com/1799-revision-v1', 0, 'revision', '', 0),
(2729, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'The average lemonade stand is usually pretty humble, but this one made quite the splash on the streets of NYC. With the help of CBX, this lemonade stand was developed for 826NYC, an organization that supports kids with skills that will enrich their futures. The kids got involved in all aspects of the creative process, including everything from the design of the logo, packaging, t-shirts and the lemonade stand itself.\r\nThe lemonade was branded to give a taste of \'Sweet \'n Sour Chillville\' and the surrounds were made to look like a refreshing oasis in the city, complete with palm trees, treasure chests and flamingos. The lemonade stand was set up in NYC, collecting nearly $3,000 in donations for the organization from the sales of lemonade.\r\n\r\nRead more: <a href=\"http://www.trendhunter.com/trends/lemonade-stand\" target=\"_blank\">www.trendhunter.com/trends/lemonade-stand</a>', 'CBX Collaborated with Kids to Create an Epic Lemonade Stand in the City', '', 'inherit', 'closed', 'closed', '', '1998-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1998, 'http://cbx.cappendev.com/1998-revision-v1', 0, 'revision', '', 0),
(2730, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, a leading brand agency based in New York, announced today their collaboration in the creation of a new name and identity for Big Heart Pet Brands, previously Del Monte Foods’ (DMF) Pet Products business. Big Heart Pet Brands is home to a number of iconic and beloved brands, including Milk-Bone®, Meow Mix®, Natural Balance®, Kibbles \'n Bits®, 9Lives®, Milo’s Kitchen®, and Nature’s Recipe®, among others. The development of the new name and identity, unveiled late last month, follows the company’s sale of its Consumer Products division to Del Monte Pacific Limited (DMPL).\r\nCBX used their rigorous naming methodology to help Big Heart Pet Brands arrive at a name that would be unique within the pet category, yet remain relatable and relevant for all audiences. The firm built the creative foundation for naming based on the company’s purpose and broad, accessible portfolio of pet food and treats brands. The name Big Heart Pet Brands showcases the company’s desire to nurture the bond between pets and the people who love them. “Big Heart Pet Brands doesn’t believe in owning pets. They believe in loving them. We strongly believed the name should live up to this core belief,” said Rachel Bernard, Strategy Director at CBX New York, “The objective to show an unparalleled passion for pets truly inspired us—the result is a unique name that we believe advances the strategic vision of this category leader.”\r\n\r\nCBX also developed a new visual system for the company. At the core of the visual system is a dynamic new “heartpaw” logo that reinforces the company’s love for pets and desire to continually create better solutions for them. The logo represents both a pawprint—to root the company in the pet category—and a heart to convey the bond between pet and pet parents. The highlight “shine” marks used within the broader visual identity symbolize positivity, energy and innovative thinking. “Simple yet impactful, the identity signals a strong position in the pet space and a bright future for the company and the pets it supports,” said Rick Barrack, Founding Partner and Chief Creative Officer at CBX.\r\n\r\nThe CBX design and environments team collaborated with Big Heart Pet Brands to redesign the San Francisco headquarters over President’s Day weekend in the new visual identity system, so employees started day-one at Big Heart Pet Brands fully immersed in the new company.\r\n\r\n“The launch of Big Heart Pet Brands is a landmark event. Our partners at CBX worked closely with our creative services and consumer insights groups and with our executive team to create a name and visual identity that truly captures the spirit of our organization and our vision for the future,” said Carl Johnson, EVP, Marketing &amp; Chief Growth Officer at Big Heart Pet Brands.\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.bloomberg.com/article/2014-03-11/aOP5q_jCG28s.html\" target=\"_blank\"><em>Bloomberg</em></a>\r\n<a href=\"http://gdusa.com/egdusa/2014/0506e/cbx-shows-big-heart/\" target=\"_blank\"><em>GDUSA</em></a>\r\n<a href=\"http://www.cpgmatters.com/MarketWatch031714.html\" target=\"_blank\"><em>CPG Matters</em></a>\r\n\r\n&nbsp;', 'CBX Collaborates on New Company Name and Identity for Big Heart Pet Brands', '', 'inherit', 'closed', 'closed', '', '1957-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1957, 'http://cbx.cappendev.com/1957-revision-v1', 0, 'revision', '', 0),
(2731, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p>NEW YORK (1/5/2011)--CBX, the strategic branding and retail design consultancy based here, announced that its Retail Division has completed a new prototype design for Toot’n Totum, a 62-unit privately held convenience store/gasoline retailer based in Amarillo, Texas.\r\nThe fast-track design, which debuted November 2010 in Amarillo, is housed in a newly built facility. CBX completed a new identity for the store and Toot\'n Totum\'s new private label fuel brand, as well as a complete interior décor package with elements that can be rolled out to future sites.\r\nThe 3,500-square-foot store and eight-pump fuel center is situated at the intersection of Hollywood and Coulter, just off an interchange of Interstate 27. CBX’s design takes full advantage of the highly visible site with a bright and sleek interior punctuated with bold graphics and Toot’n Totum’s signature red accented with green.\r\n\r\nFuel customers will find the well-lighted building beckoning from the road. The canopy carries a redesigned and highly stylized Toot\'n Totum logo that was completely reworked as part of CBX\'s assignment. Rather than spelling out \"Toot\'n Totum\" as in the past, the new logo has been distilled to a single \"T\" encircled by horizontal lines that suggest high energy, ease and speed. The illuminated stylized \"T\" accompanies the Toot\'n Totum name on both the gas canopy and storefront at the site, the first of several new locations expected to feature the chain\'s private label gasoline. All told, the company currently has four sites in various stages of planning or development, one of which will also incorporate a car wash and lube center.\r\n\r\nInside, customers will again encounter the redesigned logo. Here, as a repeating patterned wall treatment, the logo draws attention to the store\'s expansive self-service fountain beverage area. Cold beer to-go can be found in the enlarged, though sleek, cooler area, located across the store from the fountain beverage bar. In addition to the logo and graphics, CBX\'s new deécor package for Toot\'n Totum employs white painted metal merchandise fixtures that suggest cleanliness and enables the store\'s selection of snacks to pop. Customers can also find a hearty range of \"Hot\'n Fresh\" foods near one of the store\'s two entrances.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/T1.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/T1.jpg\" alt=\"\" title=\"T1\" width=\"317\" height=\"400\" class=\"alignnone size-full wp-image-690\" /></a>\r\n\r\n\"The design centers around the new private label gasoline for passing motorists, but not at the expense of Toot\'n Totum\'s reputation as a quick-and-easy retail venue that delivers classic c-store goods such as fresh household staples, cold beverages, snacks and hot grilled items for locals,\" said Ralph Sloan, Senior Partner, Retail at CBX. To that end, the new location also features another first for Toot\'n Totum stores – a separate entrance created for non-fuel customers stopping for pantry basics.\r\n\r\nIn addition to the new locations under development, a phased rollout of the new design is expected to follow in remodels of Toot\'n Totum\'s portfolio of stores found in the Amarillo market. Presently, Toot\'n Totum\'s retail group, which grew from a number of acquisitions, represents a number of national petroleum brands from Shell to Phillips. The chain\'s existing stores range from 1,500 square feet to more than 3,000 square feet.\r\n\r\nCommenting on the new prototype, Greg Mitchell, Toot\'n Totum president, said: \"We have received great feedback from the public on our new look, beginning with the grand opening celebration when community and business leaders complimented us on the design of the store and overall site, as well as the new logo. The store\'s striking lighting and open feeling send a strong, welcoming invitation to residents of this area\'s many new housing developments, as well as those commuting to, from and through Amarillo via the interstate.\"\r\n\r\nHe added: \"During the design process, we found CBX to be in the vanguard of innovative imaging, capturing exactly the look we envisioned, both on-time and on-budget. Not only were they highly creative in their approach to our new look, they were equally skilled in designing a retrofit to accommodate our existing 61 stores. CBX exhibited an advanced degree of competency combined with an unequalled approach to client service and they will be integral to our future growth.\"\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2011/01/T2.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2011/01/T2.jpg\" alt=\"\" title=\"T2\" width=\"420\" height=\"320\" class=\"alignnone size-full wp-image-691\" /></a>\r\n\r\n<strong>About Toot\'n Totum:</strong>\r\n\r\nThe Toot\'n Totum story began in 1950 when a young entrepreneurial couple, Eldon \"Lefty\" and Novie Mitchell established their first convenience store at 15th and Washington in Amarillo, Texas. Its memorable name comes from the early days when customers would drive up to the store\'s front door, toot their horns, while a store clerk would \"tote\" their orders out to them. Over time, Toot\'n Totum grew to serve the Amarillo area through a number of acquisitions. The company acquired seven Anderson Dairy Stores in 1966, 12 Jiffy Food Stores in 1969, four Circle K stores in 1985, and 15 7-Eleven operations in 1988. Those acquisitions were followed by the purchase of 11 Diamond Shamrocks in 1995 and 10 Phillips 66 stores in 2004. Today, Novie and Eldon\'s son, Greg Mitchell, serves as owner and president of the growing enterprise that includes 62 convenience stores, six lube centers, five car wash locations, and 10 Mr. Payroll stores.', 'CBX Completes Prototype Design For Toot\'n Totum Fuel And C-Stores', '', 'inherit', 'closed', 'closed', '', '1606-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1606, 'http://cbx.cappendev.com/1606-revision-v1', 0, 'revision', '', 0),
(2732, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>New Innocor Seamlessly Unifies Companies Focused on Manufacture and Sales of Innovative Foam Products, Including Mattresses, Pillows, Furniture and More</strong>\r\nCBX has created a new brand focused on the manufacture and sale of a wide variety of products primarily related to sleep and comfort. The new Innocor brand platform, which is based on the unifying theme of \"Where Innovation and Comfort Meet,\" ties together three companies acquired by global private equity firm Sun Capital Partners, Inc.\r\n\r\nIn the new identity system created by CBX, the overarching parent brand is Innocor, Inc.; the consumer-facing retail products business is called Innocor Comfort; and Innocor Foam Technologies refers to the B2B business. These brands encompass three companies acquired by Sun Capital: Flexible Foam Products, Inc., Sleep Innovations and Advanced Urethane Technologies.\r\n\r\n\"The client hired CBX to bring to life a new brand that could conceptually and aesthetically unify all three of these well-regarded companies,\" explained Gregg Lipman, CEO and Managing Partner at CBX. \"The project involved developing the new Innocor name, designing brand marks, as well as branding a showroom for Innocor products in the Flatiron district of Manhattan.\"\r\n\r\nCBX conducted an in-depth analysis of brands in the foam industry as part of the project. To unify the entities acquired by Sun Capital, the branding agency focused on four primary attributes shared by all three companies: comfort, innovation, trust and quality, Lipman explained.\r\n\r\n\"These attributes are reflected in the new Innocor brand mark,\" he said. \"The letterforms combine comforting, rounded shapes with sharper lines in a way that suggests a fine balance between innovation and comfort. Likewise, the sweeping graphic breaks softly and gently, but with a layered, forward momentum that, again, suggests this balance of comfort and innovation,\" noted Rick Barrack, Founding Partner and Chief Creative Partner.\r\n\r\nThe CBX team used color to highlight different brand attributes for each of the Innocor companies. \"For the parent entity, we used red to bring out the more confident aspect,\" Barrack said. \"For the customer-facing retail brand, we highlighted the cool colors that are common to the category. On the OEM technology side, we used teal -- a nice balance of warm and cool -- to signal innovation.\"\r\n\r\nMemory foam pillows, mattresses, mattress toppers, residential and commercial floor mats, furniture and other products branded with the Innocor Comfort name are already appearing on shelves at many of the larger sleep products retailers, Lipman noted.\r\n\r\nFinally, CBX designed how the Innocor brand would come to life in the showroom in Manhattan\'s Flatiron district. The team created a three-dimensional version of the brand mark in chrome, brushed aluminum and translucent acrylic, as well as a prominent graphic mural across a 30-foot glass wall inside the showroom.\r\n\r\n\"We changed what might otherwise have been a purely functional office into a gallery space that was inspiring and that could showcase Innocor\'s innovative product offerings,\" Barrack said. \"It was exciting to bring this brand to life in 3D.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://citybizlist.com/article/303901/cbx-creates-major-new-foam-brand-for-private-equity-client\" target=\"_blank\">City Biz List</a>', 'CBX Creates Major New Foam Brand for Private Equity Client', '', 'inherit', 'closed', 'closed', '', '2139-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2139, 'http://cbx.cappendev.com/2139-revision-v1', 0, 'revision', '', 0),
(2733, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX crafted a new brand strategy for new, pro-bono client, She Should Run, a nonprofit to advance women and girls in public leadership. She Should Run collaborates with corporate partners to develop ways to motivate girls to explore leadership opportunities. The latest example is the company\'s partnership with Mattel, Inc. on the new President and Vice President Barbie, launched this week. \"While female leadership continues to reach new milestones, only 39 percent of girls say they want to be a leader, according to a survey by the Girl Scout Research Institute,\" said Erin Cutraro, co-founder and CEO of She Should Run. \"The Barbie line\'s first female presidential and vice presidential ticket is a way of harnessing the power of young girls\' imagination to help them discover their own leadership potential. Ideally, it will lead to more girls in leadership roles in the years to come.\"\r\nOriginally published by <a title=\"MediaPost\" href=\"http://www.mediapost.com/publications/article/280746/biz-dev-cbx-creates-pro-bono-work-for-she-should.html\" target=\"_blank\">MediaPost</a>', 'CBX Creates Pro-Bono Work For She Should Run', '', 'inherit', 'closed', 'closed', '', '2212-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2212, 'http://cbx.cappendev.com/2212-revision-v1', 0, 'revision', '', 0),
(2734, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>New Green Valley® organic vegetables are a visual feast for Millennial moms, bringing their mission of \"Healthy Food for All\" to shelves near you</strong>\nAs created by brand agency CBX, the new Green Valley® brand from Salem, Oregon based-Green Valley Foods, LLC brings eye-popping innovation to a category long marked by a sea of sameness on the shelf.\n\n\"We threw out the rules for the organic aisle with Green Valley,\" said Gregg S. Lipman, CEO and Managing Partner of CBX. \"Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.\"\n\nIn creating the new brand, which launched in October, CBX designed packages for Green Valley\'s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Research, focused on Millennial moms from both coasts, underscored the need for a breakthrough in the category, he added.\n\n\"We saw that there was an opportunity here for something innovative and differentiated,\" Lipman explained. \"The \'classic\' organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\n\nThe CBX team and Green Valley opted for an entirely new approach to the packaging by introducing a shelf-stable pouch for the bean varieties. \"Right away, that signals to the consumer that something is different about this brand,\" Lipman said.\n\nAnother goal of the brand was to inspire and engage Millennial consumers to enjoy the experience of cooking for themselves and for their kids, using Green Valley\'s organic ingredients. \"We introduced loose recipe suggestions on the back of the pack to inspire that creative cooking instinct,\" Lipman said.\n\nIn addition, the CBX team brought the strong brand identity and package design to life digitally by launching the brand across key social media platforms. At welcometogreenvalley.com, users are invited into the thriving, healthy world of Green Valley. The website and social media channels continue to build upon the \"Healthy Food for All\" platform with chef-created Green Valley product recipes, budget-friendly $10 family meals and information about organic food and farming practices.\n\n\"Already, social media results are indicating huge interest with more than 40,000 likes on Facebook,\" he reported. \"Distribution is set to grow rapidly over the coming months.\"\n\nGreen Valley believes in giving back, and has partnered with The Food Trust, a non-profit organization that shares a similar mission, to truly bring healthy food to everyone. The partnership will likely include donations and sponsorship of events across the country, Lipman said.\n\n\"Increasingly, simply being organic is no longer enough,\" he concluded. \"Consumers are looking for organic brands that mesh with their lifestyle, as well as their values. Green Valley fits the bill perfectly with a commitment to creative, organic and just plain healthier food for all.\"', 'CBX Creates Standout Organic Brand', '', 'inherit', 'closed', 'closed', '', '2152-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2152, 'http://cbx.cappendev.com/2152-revision-v1', 0, 'revision', '', 0),
(2735, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>New Green Valley® organic vegetables are a visual feast for Millennial moms, bringing their mission of \"Healthy Food for All\" to shelves near you</strong>\r\nAs created by brand agency CBX, the new Green Valley® brand from Salem, Oregon based-Green Valley Foods, LLC brings eye-popping innovation to a category long marked by a sea of sameness on the shelf.\r\n\r\n\"We threw out the rules for the organic aisle with Green Valley,\" said Gregg S. Lipman, CEO and Managing Partner of CBX. \"Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.\"\r\n\r\nIn creating the new brand, which launched in October, CBX designed packages for Green Valley\'s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Research, focused on Millennial moms from both coasts, underscored the need for a breakthrough in the category, he added.\r\n\r\n\"We saw that there was an opportunity here for something innovative and differentiated,\" Lipman explained. \"The \'classic\' organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\r\n\r\nThe CBX team and Green Valley opted for an entirely new approach to the packaging by introducing a shelf-stable pouch for the bean varieties. \"Right away, that signals to the consumer that something is different about this brand,\" Lipman said.\r\n\r\nAnother goal of the brand was to inspire and engage Millennial consumers to enjoy the experience of cooking for themselves and for their kids, using Green Valley\'s organic ingredients. \"We introduced loose recipe suggestions on the back of the pack to inspire that creative cooking instinct,\" Lipman said.\r\n\r\nIn addition, the CBX team brought the strong brand identity and package design to life digitally by launching the brand across key social media platforms. At welcometogreenvalley.com, users are invited into the thriving, healthy world of Green Valley. The website and social media channels continue to build upon the \"Healthy Food for All\" platform with chef-created Green Valley product recipes, budget-friendly $10 family meals and information about organic food and farming practices.\r\n\r\n\"Already, social media results are indicating huge interest with more than 40,000 likes on Facebook,\" he reported. \"Distribution is set to grow rapidly over the coming months.\"\r\n\r\nGreen Valley believes in giving back, and has partnered with The Food Trust, a non-profit organization that shares a similar mission, to truly bring healthy food to everyone. The partnership will likely include donations and sponsorship of events across the country, Lipman said.\r\n\r\n\"Increasingly, simply being organic is no longer enough,\" he concluded. \"Consumers are looking for organic brands that mesh with their lifestyle, as well as their values. Green Valley fits the bill perfectly with a commitment to creative, organic and just plain healthier food for all.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://www.thedieline.com/blog/2016/1/7/green-valley-foods?utm_source=feedblitz&amp;utm_medium=FeedBlitzRss&amp;utm_campaign=thedieline\" target=\"_blank\">The Dieline\r\n</a><a href=\"http://www.brandpackaging.com/articles/85238-cbx-creates-standout-visually-distinct-organic-brand\" target=\"_blank\">Brand Packaging\r\n</a><a href=\"http://www.preparedfoods.com/articles/117531-cbx-creates-standout-organic-brand\" target=\"_blank\">Prepared Foods</a>', 'CBX Creates Standout Organic Brand', '', 'inherit', 'closed', 'closed', '', '2153-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2153, 'http://cbx.cappendev.com/2153-revision-v1', 0, 'revision', '', 0),
(2736, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>Headquarters:</strong>New York\n\n<strong>Key Projects:</strong>\nSaks Fifth Avenue, Beverly Hills, Calif. (shown); Duane Reade, multiple New York locations; Lord &amp; Taylor, Philadelphia; RadioShack, multiple U.S. locations; Terpel, Colombia\n\n<a href=\"http://www.nxtbook.com/nxtbooks/nielsen/ddi_201309/#/46\" target=\"_blank\">http://www.nxtbook.com/nxtbooks/nielsen/ddi_201309/#/46</a>', 'CBX Design Firm of the Year', '', 'inherit', 'closed', 'closed', '', '1854-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1854, 'http://cbx.cappendev.com/1854-revision-v1', 0, 'revision', '', 0),
(2737, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p>NEW YORK (12/9/09)--CBX, the strategic branding, retail design, and consultancy agency based here, today announced that one of the locations it designed for Freson Market, Ltd. was the 2009 Silver recipient of the Canadian Federation of Independent Grocers (CFIG’s) prestigious Canadian Independent Grocer of the Year Award, in the Small Surface category.\r\nThe Canadian Independent Grocer of the Year is the most prestigious CFIG award. From coast-to-coast, Canadian independent grocers vie for this title in the Large, Medium, Small Surface, and Specialty categories. Each of the competing stores is visited personally by a respected retail management expert, who evaluates the locations based on retailing excellence and innovation, store team performance, customer service, space usage, freshness and cleanliness. Once regional finalists are determined, the stores with the most points are audited once again and finalists go on to compete at the national level. Awards are then presented to the best Large, Medium and Small Surface grocers, as well as Specialty Store, in the Gold, Silver and Bronze levels.\r\n\r\nThe award for Freson’s store in Valleyview, Alberta was presented in late October at Grocery Innovations Canada 2009, Canada\'s premier grocery exposition and conference, in front of an audience of over 500 grocery industry professionals. \"Independent grocers continually raise the bar for innovative retailing. CFIG is proud to showcase the leadership and commitment to excellence that these retailers possess,\" said John F.T. Scott, President and CEO of CFIG, who presented the awards along with Dave Delchiaro, Chair of the group\'s Board of Directors.\r\n\r\nFreson’s 12,500-square-foot Valleyview store underwent an expansion and renovation that was completed in June 2009. The project was based on an old-world inspired prototype design created by CBX that updated the store\'s interior, exterior, graphics and departmental layout. The privately held supermarket chain is in the process of rolling out its new look to the 15 locations it operates throughout Alberta. Founded in 1955, the Peace River-based family-owned company is known for good value, customer service and community involvement.\r\n\r\nThough located mainly in rural Alberta towns, Freson stores are increasingly facing competition from larger chains and multi-nationals, explained Joseph Bona, president of CBX’s retail division. \"But from a strategic standpoint, none of Freson\'s competitors could touch the Lovsin family’s history in the markets they serve,\" he said. \"That became a significant point of differentiation we sought to highlight in the design. What’s interesting is that Frank Lovsin actually worked in many of the Freson stores, establishing a personal relationship with community members and knowing many of his customers on a first-name basis. Our objective was to capitalize on that heritage by making sure customers could sense the family’s presence in their local store. This prestigious award, which examined all phases of the Valleyview store’s operations, underscores Freson’s strong connection with its customers.\"\r\n\r\n<strong>About The Canadian Federation of Independent Grocers (CFIG)</strong>\r\nCFIG is a non-profit trade association founded in 1962, which continues to be a collaborative community, equipping and enabling independent, franchised and specialty grocers for sustainable success. Representing over 4000 grocery retailers from every part of Canada, CFIG is a strong and united voice for independent grocers, providing programs for operational excellence, facilitating educational and training programs and fostering enabling-relationships among retailers and suppliers. CFIG is a respected organization that speaks confidently for its retail members to industry, government, and the consumer.\r\n\r\n<strong>About Freson Market, Ltd.</strong>\r\nFreson Market Ltd. is the largest single-owned chain of IGA grocery stores in the province of Alberta. The company currently operates 15 stores while employing more than 950 full-time and part-time staff across Alberta. With a tradition deeply rooted in family and community, the Freson Market family brand has been proudly serving Alberta since 1955. Since its humble beginnings, Freson Market has been committed to fresh food, fresh value and top-notch customer service.</p>\r\n', 'CBX DESIGNED STORE WINS 2009 CANADIAN INDEPENDENT GROCER OF THE YEAR AWARD', '', 'inherit', 'closed', 'closed', '', '1624-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1624, 'http://cbx.cappendev.com/1624-revision-v1', 0, 'revision', '', 0),
(2738, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>New Wave of Spacious Food Halls Offers Lessons for Forward-Thinking Developers Seeking to Reinvigorate Older Projects, Writes CBX\'s Anthony Deen in Post for GlobeSt.com</strong>\r\nCommercial real estate developers should pay attention to the trend toward urban food halls packed with local restaurants, bars and cafés, urges Anthony Deen, Creative Director, Branded Environments, for CBX, in a March 9 column on GlobeSt.com.\r\n\r\n\"The likes of Berg\'n in Brooklyn\'s Crown Heights neighborhood; UrbanSpace in Manhattan\'s Midtown District, and Ponce City Market in Atlanta are destination locations driving unprecedented foot traffic,\" writes Deen, whose work as an architect and designer for the brand agency and retail design consultancy encompasses retail, hospitality, airport and commercial projects. \"This kind of diverse food hall model may be a perfect fit for developers seeking to adapt and reuse older retail big box spaces, warehouses and even factories.\"\r\n\r\nIn the column (\"<a title=\"From Food Courts To Food Halls\" href=\"http://www.cbx.com/news/from-food-courts-to-food-halls/\" target=\"_blank\">From Food Courts to Food Halls</a>\"), Deen notes that the traditional mall, in particular, has lost its appeal amid resurgent interest in the authenticity, creativity and vibrancy of Main Street and urban centers. \"What can malls learn from cities, and specific to driving traffic, what can they learn from the communal spaces of the city to enhance their attractiveness to consumers?\" Deen writes.\r\n\r\nHe says that The Plaza Food Hall by Todd English, located in Manhattan\'s landmark Plaza Hotel, represents precisely the type of urban experience that offers potential lessons for developers. \"The Plaza Food Hall turned the entire food court model on its head by offering a wide variety of well-prepared, interesting and enticing foods in one location,\" writes Deen, who is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology.\r\n\r\nOf course, some major landlords are already exploring elevated approaches to food that go beyond earlier moves to add quality inline or freestanding restaurants. Taubman Centers, for example, recently announced plans to include a food hall curated by celebrity chef Michael Mina, with as many as 18 different concepts, in its $500 million renovation of Beverly Center in Los Angeles, Deen notes in the column.\r\n\"The current food hall has much in common with the city\'s traditional open-air market,\" Deen writes. \"It\'s a modern take on an ancient urban model, one that offers the pride of local cuisine and the excitement of variety.\"\r\n\r\nThe key to programming any successful public space, Deen adds, is to offer a mix and variety of relevant experiences. \"That could mean locally sourced and artisanal foods, as in Philadelphia\'s Reading Market or Cleveland\'s Westside Market, or incubating new food offers and being able to rotate food offers in and out on a regular basis, as Brooklyn\'s Threes Brewery does each month,\" he writes.\r\n\r\nWhether revamping mall food courts or reimagining vacant anchor spaces, mall developers could draw on lessons learned from food halls, fresh markets and other food-centric urban experiences. \"Cities represent a resilient model that continues to succeed,\" Deen writes in the conclusion to the piece. \"Studying urban spaces and using this knowledge to enliven retail environments is an effective way to improve foot traffic and customer retention.\"\r\n\r\nThe column is available in full on <a href=\"http://www.globest.com/sites/paulbubny/2016/03/09/from-food-courts-to-food-halls/\" target=\"_blank\">GlobeSt.com\r\n</a>Photo courtesy of <a href=\"http://atlanta-food-critic.com/2015/09/review-hf-burger-ponce-city-market-atlanta/\" target=\"_blank\">Atlanta Food Critic</a>\r\n\r\nAlso seen in:\r\n<a href=\"https://www.fb101.com/2016/03/cbx-designer-food-hall-trend-holds-promise-for-commercial-real-estate/\" target=\"_blank\">Food &amp; Beverage Magazine\r\n</a><a href=\"https://www.fsrmagazine.com/real-estate/food-hall-trend-holds-promise-commercial-real-estate\" target=\"_blank\">FSR Magazine</a>', 'CBX Designer: Food Hall Trend Holds Promise for Commercial Real Estate', '', 'inherit', 'closed', 'closed', '', '2160-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2160, 'http://cbx.cappendev.com/2160-revision-v1', 0, 'revision', '', 0);
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(2739, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p>New York, NY - January 10, 2011 -- In a major effort to re-energize its brand, LifeStyles®, owned by Ansell Limited, has relaunched its core line of condoms and released a new, Signature Series of premium condom products.\r\nDue to changing marketplace dynamics, the brand saw an opportunity to reconnect with their core consumers and retailers by partnering with CBX to develop a brand-centric approach while establishing a consumer-driven position that better reflects a more confident and contemporary masculine style. The new LifeStyles® position was brought to life in innovative new packaging design with a structure, substrates, textures and visual cues that telegraph key sensorial benefits with the brand’s contemporary, confident masculine energy.\r\n\r\nDeveloping a stronger connection to the target consumer revealed that, while consumers need condoms for sex to be safe, what they really want is a better experience. A two-tier strategy was therefore developed to redesign the core line of products and introduce a new premium line of products.\r\n\r\nThe core line includes basic products such as Ultra-Sensitive, Ultra Lube Plus, Pleasure Shaped Pleasure Ribbed and Flavors & Colors. Black packages incorporate various textures and colors to convey specific benefits. The white LifeStyles\' logo stands out on the black background and helps to create an overarching look for the brand when merchandised together on shelf.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/LifeStylesCondoms.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/LifeStylesCondoms.jpg\" alt=\"\" title=\"LifeStylesCondoms\" width=\"825\" height=\"308\" class=\"alignnone size-full wp-image-688\" /></a>\r\n\r\n\"We wanted to instantly communicate the quality and sensorial promise of each product, but also deliver better experience with a more contemporary masculine style to make them stand out against the competition.\"\r\n\r\n\"We rethought everything, from the packaging structure and materials, to how we treated the logos and how these products would be merchandized at different retailers,\" says Lipman. \"Moving the brand to all vertical packaging reinforces the brand\'s innovative position while also helping our retail partners maximize valuable shelf space.\"\r\n\r\nCBX even rethought the naming convention. While condoms are a product important to both partners, they are designed to fit the male anatomy. The use of the \"Y\" in the spelling for the products such as THYN® & KYNG® plays off the fact that it\'s the \"Y\" chromosome that makes you a man.\r\n\r\nThe THYN condom is 21% thinner than a standard condom. To communicate this, the team at CBX used innovative, blue plastic acetate for the package. \"When a consumer picks up this box, it instantly conveys the message of how thin and sensitive this product is,\" notes Lipman. The streamlined silver font and tagline: \"So Thyn you’ll forget you’re wearing it\" reinforces the message.\r\n\r\nFor KYNG, a condom promising a larger, more comfortable fit, it is as much about premium as it is about size. CBX incorporated a thick, bold typeface using metallic substrates instead of foiling for impact and to deliver the premium message. A bold, chiseled copperplate font and cropped logo make the word \'KYNG\' appear even bigger.\"\r\n\r\nFor THRYLL, an ultra-studded condom designed for maximum stimulation, CBX used an electric color palette coupled with a studded substrate to communicate the product features and capture the intensity of the brand experience.\r\n\r\n\"We also took into consideration some retailers merchandize products by brand, so we made sure the \"LifeStyles\" brand name was anchored, consistently in the top left corner of each product in the core and signature lines. This maintains the brand continuity, while still allowing the core benefit of each product speak for itself,\" adds Lipman.\r\n\r\nResponse from retailers has been extremely positive. \"We\'ve dramatically changed the perception of LifeStyles,\" says Carol Carrozza at Ansell Healthcare Products, LLC. \"We\'re getting more shelf facings with our retailers and, importantly, back into the hearts and minds of our consumers. Retailers and consumers alike have been very receptive to these new products.\"', 'CBX Designs Brand Turnaround for LifeStyles® Condoms', '', 'inherit', 'closed', 'closed', '', '1605-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1605, 'http://cbx.cappendev.com/1605-revision-v1', 0, 'revision', '', 0),
(2740, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p>New York, NY – April 04, 2012 – CBX, a brand agency based in New York City, collaborated with The Scotts Company and a team of agencies to launch the new, revolutionary lawn care product line, the Scotts Snap Spreader System.  As part of this launch, the team collaborated on the Snap name, with CBX developing graphics for the product line that includes a spreader and a complete line of lawn care products.\r\n\r\n“The educational component of the product was paramount to our solution,” says Rick Barrack, Chief Creative Officer, CBX. “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\nOnce the product name was confirmed, the CBX design team brought it to life with an approachable, contemporary typeface for the Snap logo and then powerfully elevated it by locking it up with the brand logo. \r\n\r\nCBX created aspirational graphics and bright colors on each Snap Pac, including a blue sky on the upper half of the bag and vibrant green grass imagery on the lower half to showcase the end benefit. A three-step instructional inset of Snap, Lock and Go illustrates how simple it is for homeowner’s to use the lawn care system. Finally, the close-up circle device depicts the solution to lawn care with the background grass and blue sky representing the end benefit.\r\n\r\nThe overall visual architecture was designed to accommodate the different formulas and includes a color-coding system for the eight products in the line, including lawn food, weed controls, crabgrass preventer and insect killer.\r\n\r\n“The design solution instantly communicates that we are taking the guesswork out of lawn care and making having a beautiful lawn easy for a new generation of users,” says Rich Foster, vice president lawns marketing, The Scotts Company. “Once again, we are offering the simplest, most effective, do-it-yourself solutions from a company that consumers know they can trust.”\r\n\r\n\r\nAbout CBX:\r\n\r\nCBX (www.cbx.com) is a brand agency specializing in corporate identity, consumer branding and retail.  The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly Clark, A&P, Pathmark, Saks Fifth Avenue Off Fifth, Lord and Taylor, Wawa, Sunoco, and Petro China.  In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\nAbout The Scotts Company LLC:\r\n\r\nWith approximately $3 billion in worldwide sales, The Scotts Miracle-Gro Company, through its wholly-owned subsidiary, The Scotts Company LLC, is the world\'s largest marketer of branded consumer products for lawn and garden care. The Company\'s brands are the most recognized in the industry. In the U.S., the Company\'s Scotts®, Miracle-Gro® and Ortho® brands are market-leading in their categories, as is the consumer Roundup® brand, which is marketed in North America and most of Europe exclusively by Scotts and owned by Monsanto. In Europe, the Company\'s brands include Weedol®, Pathclear®, Evergreen®, Levington®, Miracle-Gro®, KB®, Fertiligene® and Substral®. For additional information, visit us at www.scotts.com.\r\n', 'CBX Designs Graphics for Scotts Snap Spreader Products', '', 'inherit', 'closed', 'closed', '', '1769-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1769, 'http://cbx.cappendev.com/1769-revision-v1', 0, 'revision', '', 0),
(2741, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, a brand agency based here, recently assisted start-up company LIQS™ with the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of super-premium, ready-to-drink cocktail shots.\r\nThe CBX design team worked with LIQS Co-founders Michael Glickman and Harley Bauer on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach or boating,” said Gregg S. Lipman, CBX managing partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor -- red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit.\r\n\r\nProduced in the USA, each LIQS product comes in a 50ml recyclable, crystal polystyrene shot glass that’s sealed and tamper-resistant. The product is sold in a multi-unit package that offers three individually sealed shots of a single flavor. Each shot, as well as the outer packaging, carries the burst graphic.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” explained Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’ style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nLIQS is currently available at numerous liquor stores in Florida in advance of a strategic regional rollout.\r\n\r\nAbout LIQS™\r\nFounded in 2013 by Michael Glickman and Harley Bauer, LIQS developed and markets its eponymous line of super-premium, handcrafted cocktail shots. Innovation, quality and convenience are the core principles for which LIQS has been created. LIQS is the first of its kind, offering customers a handcrafted, portable shot made from only the highest quality ingredients and spirits. www.LIQSshot.com', 'CBX Designs Innovative Packaging for Liqs™ Super-Premium, Ready-to-Drink, Cocktail Shots', '', 'inherit', 'closed', 'closed', '', '1903-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1903, 'http://cbx.cappendev.com/1903-revision-v1', 0, 'revision', '', 0),
(2742, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'U.S. food brand Man Cave Craft Meats is moving from its tent at the Minneapolis Farmers Market to grocery stores across the country – with packaging and branding help from CBX.\r\n“The founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched their business by crafting standout flavour combinations with an obsessive focus on quality,” said CBX Managing Partner Nancy Brown. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging.”\r\n\r\nIn less than a year, the brand grew from zero to more than 500 stores, with even more aggressive rollout plans for the future. “Man Cave Meats achieved this type of growth by bringing a truly new product experience to consumers,” said Brown, who is based in CBX’s Minneapolis office. “From 50/50 Bacon burgers, to sriracha chicken sausages, to buffalo-style bratwursts with bleu cheese, Man Cave Meats offers creative combinations that are unique and appeal to consumers seeking new flavor experiences.”\r\n\r\nThe designers say Man Cave Meats’ new packaging is atypical as well. The designs adopt a ‘craft-like’ aesthetic, featuring black backgrounds, bold typography treatments and deliberately masculine imagery.\r\n\r\n“Images of muscular males with beards and tattoos might not be appropriate for mainstream brands on the meat aisle, but such images – as well as taglines like ‘Long live the butcher!’ – are right in line with the Man Cave Meats brand,” said Man Cave Meats CEO, Nick Beste.\r\n\r\nOriginally published in <a href=\"http://www.logo-designer.co/cbx-designs-logo-and-packaging-for-man-cave-meats/\" target=\"_blank\">Logo Designer</a>.', 'CBX Designs Logo and Packaging for Man Cave Meats', '', 'inherit', 'closed', 'closed', '', '2144-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2144, 'http://cbx.cappendev.com/2144-revision-v1', 0, 'revision', '', 0),
(2743, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p><strong>New ground-up design opens in Manning, Alberta, additional units to follow</strong>\r\nNew ground-up design opens in Manning, Alberta, additional units to follow NEW YORK, N.Y. (10/5/09) — CBX, the strategic branding, retail design, and consultancy agency based here, has designed an old-world inspired prototype for Freson Market Ltd., a privately held, supermarket chain with 15 units throughout the Canadian province of Alberta. The family-owned and operated company, known for good value, customer service and community involvement, is based in Peace River, a city located in the Northwest corner of Alberta.\r\n\r\nCBX developed the exterior and interior design, store layout, and all graphics—including a striking new logo—for the ground-up Manning, Alberta, store. The new 17,000-square-foot building on First Avenue North replaces theoriginal 6,000-square-foot Freson store across the street, which opened in 1978. The new store organizesspecialty perimeter departments around a well merchandised, amply lit and easy-to-navigate grocery core. As part of its ongoing store renewal and expansion program, Freson retained CBX last year to initially handle there modeling and expansion of an existing unit in Fairview. In addition, the rm is currently working on a handful ofother existing locations to incorporate some of the new design elements in an attempt to unify the look and feelof the entire Freson network.\r\n\r\nFounded as a butcher shop in 1955 by Frank Lovsin and two partners in Hinton, Alberta, the Freson name came from a combination of the founders\' initials. In 1956, the partners added groceries and continued to steadilyexpand the retailer\'s services. A second location opened in 1962 and by 1964, a third store managed by DanLovsin, Frank\'s brother, debuted in Fairview, Alberta. Currently, many members of the extended Lovsin family anddescendents of long-time employees continue to actively operate Freson Market stores under the IGA banner.\r\n\r\nThough located mainly in rural Alberta towns, Freson stores are increasingly facing competition from larger chains and multi-nationals, explained Joseph Bona, president of CBX\'s retail division. \"But from a strategic standpoint, none of Freson\'s competitors could touch the Lovsin family\'s history in the markets they serve,\" he said. \"That became a significant point of differentiation we sought to highlight. What\'s interesting is that Frank Lovsin actually worked in many of the Freson stores, establishing a personal relationship with community members and knowing many of his customers on a first-name basis. Our objective was to capitalize on that heritage by making sure customers could sense the family\'s presence in their local store.\"\r\n\r\nThe design achieved that goal in several ways. First, the revamped logo, which debuts on the Manning store exterior, is graphically powerful, but includes subtle tweaks. The words \"Freson Bros.\" replace the \"Freson Market\" found on the previous Manning store exterior. The former blue and red logo has given way to a deep burgundy field where custom sans serif type spells out Freson Bros. \"The new, larger mark is topped with a stylized black bow tie, again a subtle reference to earlier times when shoppers knew and trusted their local purveyors,\" said Nancy Brown, Managing Partner of CBX\'s Minneapolis office, which designed the logo. An added tagline, which reads: \"Serving the community proudly since 1955,\" is rendered in a Spencerian script-like hand. \"These graphic assets were conceived to subliminally reinforce Freson’s 54-year family connection with the communities it serves,\" Brown explained.\r\n\r\nDuring the design project\'s research phase, the CBX team found vintage photos of early Freson locations — prominently hung at the company\'s Peace River headquarters—which provided a source of inspiration for the in-store graphics program. Photos documenting earlier stores and the folks who worked there were super-sized and sepia-toned for use in key areas. For example, inside the front entrance, an informal photo of the Lovsin family and co-workers (circa early 1960s) was enlarged to life-size to greet customers as they reach for a shopping cart. The new logo\'s rich burgundy color continues inside the store on both focal and accent walls. Freson\'s signature color is complemented in the produce department by warm woods found in loose tables and barrel-style  fixtures and in an open ceiling truss system. Here, suspended dome lighting fixtures focus light on mounded displays of fresh fruits and vegetables.\r\n\r\nThe new logo’s rich burgundy color continues inside the store on both focal and accent walls. Freson’s signature color is complemented in the produce department by warm woods found in loose tables and barrel-style fixtures and in an open ceiling truss system. Here, suspended dome lighting fixtures focus light on mounded displays of fresh fruits and vegetables.\r\n\r\nContinuing around the store\'s perimeter, department signage applied to soffitts and walls is designed to recall earlier times with a hand-painted, gold-leaf embellished look. Other solid-looking materials such as the brick used in the deli department further suggest personalized permanence. Underfoot, shoppers will notice the light-toned ceramic oor tile, a practical solution to the harsh winter months that dene the Alberta province, but an element that suggests permanence and quality.\r\n\r\nFreson\'s emphasis on \'old world\' service, meanwhile, is front and center in several departments. In meats, for example, trained butchers constantly stock front cases as well as handle custom orders from a cutting room — with a sliver window giving customers a slice of the action. Freson shoppers can also watch trained bakers create made-from-scratch confections such as breads, cakes and cookies as they inhale the mouth-watering baked goods smells wafting throughout.\r\n\r\n\"The end result,\" Bona explained, \"is an authentic rustic marketplace channeling the personalized service and community involvement of the Lovsin family.\"\r\n\r\nAmplifying on that involvement, Ralph Sloan, CBX Senior Partner-Retail, noted: \"From our visits to their markets, it became clear that the Lovsin family is deeply involved with the communities it serves. However, in keeping with their humble persona, the family prefers to keep a low profile about its numerous and generous donations.\" In the past 55 years, the family has contributed to local charities and institutions such the Peace River hospital as well as organizations benefiting children\'s sports. In recognition of his contributions as a volunteer and philanthropist, CEO and Founder Frank Lovsin was recently made a Member of the Order of Canada.\r\n\r\nCommenting on the new design, Doug Lovsin, Freson Market’s VP-Operations, said: \"Right from our initial meeting, we have been extremely pleased with the work that CBX has provided. The firm\'s branding team delivered a logo that expressed exactly who we are, while its retail design team brought the brand to life in our stores.\"\r\n\r\n<strong>About Freson Market, Ltd.</strong>\r\nFreson Market Ltd. is the largest single-owned chain of IGA grocery stores in the province of Alberta. The company currently operates 15 stores while employing more than 950 full-time and part-time staff across Alberta. With a tradition deeply rooted in family and community, the Freson Market family brand has been proudly serving Alberta since 1955. Since its humble beginnings, Freson Market has been committed to fresh food, fresh value and top-notch customer service.</p>\r\n', 'CBX DESIGNS NEW SUPERMARKET PROTOTYPE FOR FRESON BROS.', '', 'inherit', 'closed', 'closed', '', '1628-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1628, 'http://cbx.cappendev.com/1628-revision-v1', 0, 'revision', '', 0),
(2744, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/10/tomatosauce.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/tomatosauce.jpg\" alt=\"\" title=\"tomatosauce\" width=\"180\" height=\"180\" class=\"alignnone size-full wp-image-4915\" /></a>\r\nWalgreens has unveiled the new store brand Nice! in locales throughout the country. The brand will include more than 400 grocery and household products, all of which the retailer hopes to have on shelves by the end of 2012. CBX developed the bold, clean identity and package design for Nice! Moe Alkemade, Walgreens’ head of private label brands, says the brand will compete with national products because its store brands are “no longer just a value option, but a smart option.” CBX was also recently involved in developing the private label brand for New York drugstore chain Duane Reade — Good & Delish — which was acquired by Walgreens in 2010. Now the largest drugstore chain in the U.S., Walgreens has made a commitment to evolve, consolidate and build its private label business. An integrated marketing campaign is planned to build the Nice! message.\r\n\r\n<a href=\"http://www.gdusa.com/issue_2011/october/news.php\" target=\"_blank\">http://www.gdusa.com/issue_2011/october/news.php</a>', 'CBX Does Nice! Work For Walgreens', '', 'inherit', 'closed', 'closed', '', '1731-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1731, 'http://cbx.cappendev.com/1731-revision-v1', 0, 'revision', '', 0),
(2745, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p>New York, NY-- November 11, 2010 - CBX, the strategic branding firm, received the highest recognition at the 40th Annual Creativity International Awards. One of the longest running independent international advertising and graphic design competitions, the Creativity Annual Awards honors superior advertising and graphic design from most every industry.\r\nCBX was awarded a prestigious Platinum Award, in the Health & Beauty Packaging category, for its work on Kimberly-Clark\'s U by Kotex. CBX helped redefine the feminine product category by designing a new brand by Kotex 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\nThis year\'s competition included over one thousand entries from 31 countries, 27 U.S. States and 4 Canadian Provinces. Winners receive a Certificate of Merit and their designs are reproduced in the 400-page hardcover Creativity Awards Annual, published after the close of each year\'s competition and sold in bookstores around the world.</P>', 'CBX earns Platinum Award in Creativity International Awards', '', 'inherit', 'closed', 'closed', '', '1609-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1609, 'http://cbx.cappendev.com/1609-revision-v1', 0, 'revision', '', 0),
(2746, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p><strong>New team of veteran store designers and project managers now working on projects for prominent national fashion retailer</strong>\r\nNEW YORK (1/6/2010) - CBX, the strategic branding and retail design consultancy based here, has announced that its Retail Division has expanded into specialty retail and department store design, recruiting a team of experienced retail designers, project managers and business development executives to create solution-driven concepts for apparel and lifestyle merchants and brands. The new group is already off and running, with projects for a major national fashion retailer.\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. To introduce its expanded capabilities and team to the largest annual gathering of retailers, CBX will be exhibiting at the National Retail Federation\'s Annual Conference and Expo, which begins next week in New York City.\r\n\r\n\"Our expansion into specialty retail leverages the many strategic and design capabilities within the firm in order to serve retailers in the fashion apparel and lifestyle sectors,\" said Joseph Bona, President of CBX\'s Retail Division. 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 multi-national and regional chains.\r\n\r\n\"This move enhances our overall offer for retailers and brands in all formats regardless of product or service category. With the addition of key personnel, we\'re able to design solutions for any client,\" added Gregg Lipman, CBX\'s Managing Partner. \"We can say that with confidence, because we have found top-notch retail design and project management talent with a wealth of in-depth specialty and department store experience.\"\r\n\r\nThe new team includes retail design veteran Peter Burgoyne, who will help drive the creative leadership of the specialty program. In his role as Creative Director, he will be responsible for programming, concept creation, design and design development. Burgoyne has more than 12 years experience in a wide range of retail projects involving disciplines from architectural design and interior design to architecturally based new media projects. Prior to CBX, Burgoyne held positions with Callison Architecture, RYA Design Consultancy and Jones Apparel Group, all in New York City. During his tenure with RYA, Burgoyne led the planning and design team responsible for the 800,000-sq.-ft. Shinsegae Department Store in Busan, Korea. Additional projects include work for Printemps in France, Rustan\'s in The Philippines and Karstadt in Germany. During his tenure with Jones Apparel Group, Burgoyne was charged with creating the concept design for its Nine West brand, and to manage brand integrity during an international rollout that spanned more than 60 countries.\r\n\r\nKieran Jason Hackett has been named Senior Vice President, Brand Activation Retail Environments. He comes to CBX from The Rockwell Group, New York City. There, Hackett led \"Studio Red,\" the firm\'s brand activation group, working with such clients as Coca-Cola, McDonald\'s, P&G, Mercedes-Benz, Marriott Hotels and Resorts, Club Med and Jet Blue to create dynamic brand experiences in the built environment. Prior to Rockwell, Hackett was senior strategist for interactive consultancy KPE in New York City. At CBX, Hackett will reach across the agency to develop strategy and tactics for using environmental, merchandising and interactive design to increase consumer engagement and drive preference for clients\' products.\r\n\r\nDimitri Vermès has been named Vice President for CBX. Most recently, Vermès served as vice president with RYA Design Consultancy, where he led new business development efforts, marketing and communications for both the New York and Dallas offices. Prior to RYA, Vermès spent nearly nine years at GRID 2 Int\'l, beginning as vice president of marketing and later elevated to partner. While there, he was responsible for new business and strategic branding efforts on an international level, including the Americas, Europe, the Middle East and Asia Pacific. Vermès has worked with such clients as J.P. Morgan Chase, Commerce Bank, Cartier, Diageo, Pernod-Ricard, L\'Oreal, Hess, Giant Food, UPS, P&G, Borders Books, Arby\'s and Duane Reade.\r\n\r\nRounding out the group\'s major new recruits is Joon Kyu Whang, who was named Managing Director, Korea. Based in the firm\'s Seoul office, he brings more than 24 years experience in architecture and design of retail, hospitality and entertainment venues to CBX. Whang has been responsible for the marketing, management and design of a variety of mixed-use retail design projects and department stores throughout Europe, Asia and the United States. Prior to joining CBX, he was vice president and managing director at RYA Design Consultancy in New York and Seoul, where he directed and managed Pacific Rim projects. Whang has also held management positions with Walker Group/CNI in New York, HTI/SDI (now FRCH) and served with Schafer Associates in Chicago early in his career.</p>', 'CBX Expands Into Specialty Retail Store Design', '', 'inherit', 'closed', 'closed', '', '1623-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1623, 'http://cbx.cappendev.com/1623-revision-v1', 0, 'revision', '', 0),
(2747, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Brands need to soar past the sea of clichéd visual codes if they want to legitimately connect with real women, said Allison Koller, Executive Creative Director at brand agency CBX, in a recent TEDx talk in Scotch Plains NJ. All too often, even top brands seeking to connect with women fail to overcome the tired visual clichés that have marred such efforts for generations, Koller noted. “How quickly we become a sea of eyes, bellybuttons, breasts, and beautiful booties,” she said. “Messages and images with the power to break through that sea are unexpected. They are something that makes you look twice. They shift the cultural conversation.”\r\nDuring the talk, 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. Her visually rich presentation included multiple examples of successful campaigns that legitimately connect with female audiences via creative and respectful messaging. “Last summer, Carli Lloyd and the U.S. women’s soccer team broke through and redefined the power and reach of female athletes and what it means to throw or kick like a girl,” Koller noted, as images from Always’ action-oriented “Like a girl”campaign appeared on screen behind her.\r\n\r\nOther collages in her presentation, however, highlighted tired imagery drawn from traditional and social media as well as product packaging used to address women. “Whether women are buying as new moms, looking to get in shape or just considering some new lip-gloss, it’s amazing how cliched the communications often are,” Koller said. These visual codes hinge on imagery full of clean, sleeping, happy babies; magical skin care products; nutrition bars that encourage women to “think thin” and the like, Koller explained. “It’s the promise of perfection: blissful mommy-hood, women with flawless skin, and a Zen-ed out approach to fitness,” she said. “The magic continues with products that perform miracles to make you gorgeous, or make you forget you even have your period.” Tropes include the blonde ingénue: fresh faced, innocent and unassuming; the golden goddess: perfect in a slinky ball gown or while working out; and the modern miracle mom whose home is clean as a sanctuary, with Pinterest-worthy parties and cupcakes, Koller noted.\r\n\r\nFortunately, some brands understand the need to keep it real, Koller said. She cited CBX’s work with Kotex. “When Kotex first started working with us, the cultural conversation around femininity had shifted,” she explained. “Kotex wanted to transcend the cliched 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 a need to create a new conversation with young women.” CBX helped Kotex kill the butterflies and flowers and create packaging designs for its U by Kotex brand that broke through what Koller described as 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,” she said. “No flowers, no high-tech performance claims.”\r\n\r\nAs forward-thinking brands seek to connect with women, they should continue to innovate with empowering and realistic visual counterpoints to the prevailing clichés, Koller advised. These new codes are already emerging. “Perfection is being replaced by imperfect expression, the ingénue by graceful aging, the golden goddess by the warrior,” she said. “Magic is taking a back seat to hard work. The modern miracle mom has shifted to home-making, with everyday dads and gender role reversals; instead of exoticism, we have true diversity.”\r\n\r\nOriginally published in <a href=\"http://gdusa.com/blog/cbx-expert-at-tedx-womens-brands-must-soar-past-sea-of-cliches\" target=\"_blank\">Graphic Design USA</a>', 'CBX Expert at TEDx: Women’s Brands Must Soar Past Sea of Cliches', '', 'inherit', 'closed', 'closed', '', '2228-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2228, 'http://cbx.cappendev.com/2228-revision-v1', 0, 'revision', '', 0),
(2748, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p><strong>Veteran designer Joseph R. Bona shares a few trade secrets with viewers of TV\'s Modern Marvels.</strong>\r\nNEW YORK (01/12/12) – Convenience stores might not top the average person’s list of marvelous technological achievements, but as The History Channel’s Modern Marvels makes clear in a new episode on the convenience- store phenomenon, there is much more to America’s go-to pit stops than coffee, soda, snacks and hot dogs. Indeed, these remarkable profit centers are carefully designed for maximum speed and efficiency, explains Joseph R. Bona, President of the Retail Division for global branding firm CBX, in on-camera interviews for the hour-long program.\r\n\r\n“The successful development of any store starts with the layout,” says Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse buying while also making the shopping experience as quick and easy as possible. Such innovations, the program notes, have been responsible for the c-store industry’s impressive track record in recent years. Today, there are more than 144,000 stores across the country, with the sector accounting for about one out of every 23 dollars spent in the United States in a given day.\r\n\r\nBusiest from 6 to 9 a.m., c-stores are a symphony of coordination—built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show explains. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of donuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes. To make this happen in clockwork fashion, c-store companies in North America and abroad have relied on Bona’s design expertise for decades. During the program, Bona tells viewers about some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nDuring the show, Bona appears at a metro New York area 7-Eleven store (which was not designed by CBX), where he walks viewers through some of these features. In a typical convenience store, he notes, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. “It’s like a production line,” Bona tells viewers. “Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they\'re able to move out of the way.\"\r\n\r\nExplaining that a third of a c-store’s sales can come from cold beverages, Bona points out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler’s door hinges can make a big difference in directing how customers move through the space, he explains.\r\n\r\nLikewise, the visual experience in any store is critically important. \"People buy with their eyes,\" Bona says, in describing what he calls the \"Impulse Zone,\" an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona explains. \"One of the important things is putting like things together,\" he notes.\r\n\r\nThe show, which covers everything from the history of 7-Eleven\'s Slurpee to recent innovations in convenience store security, is downloadable from iTunes. To watch the program online, visit http://www. history.com/shows/modern-marvels/videos...</p>', 'CBX Expert Gives History Channel a Primer on Convenience Store Design', '', 'inherit', 'closed', 'closed', '', '1583-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1583, 'http://cbx.cappendev.com/1583-revision-v1', 0, 'revision', '', 0),
(2749, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>Brand Agency\'s Allison Koller Cites Need to Forge New Visual Codes Rooted in Realism and Respect</strong>\r\nBrands need to soar past the sea of clichéd visual codes if they want to legitimately connect with real women, said Allison Koller, Executive Creative Director at brand agency CBX, in a recent TEDx talk in Scotch Plains.\r\n\r\nAll too often, even top brands seeking to connect with women fail to overcome the tired visual clichés that have marred such efforts for generations, Koller noted. \"How quickly we become a sea of eyes, bellybuttons, breasts, and beautiful booties,\" she said. \"Messages and images with the power to break through that sea are unexpected. They are something that makes you look twice. They shift the cultural conversation.\"\r\n\r\nThe TEDx event in Scotch Plains included several on-stage and video presenters in an effort to spark conversation. It was held under a free license granted by TED (Technology, Entertainment, Design), the internationally known conference series run by the nonprofit Sapling Foundation under the slogan \"Ideas Worth Spreading.\"\r\n\r\nDuring the talk, 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. Her visually rich presentation included multiple examples of successful campaigns that legitimately connect with female audiences via creative and respectful messaging. \"Last summer, Carli Lloyd and the U.S. women\'s soccer team broke through and redefined the power and reach of female athletes and what it means to throw or kick like a girl,\" Koller noted, as images from Always\' action-oriented \"Like a girl\" campaign appeared on screen behind her.\r\n\r\nOther collages in her presentation, however, highlighted tired imagery drawn from traditional and social media as well as product packaging used to address women. \"Whether women are buying as new moms, looking to get in shape or just considering some new lip-gloss, it\'s amazing how clichéd the communications often are,\" Koller said.\r\n\r\nThese visual codes hinge on imagery full of clean, sleeping, happy babies; magical skin care products; nutrition bars that encourage women to \"think thin\" and the like, Koller explained. \"It\'s the promise of perfection: blissful mommy-hood, women with flawless skin, and a Zen-ed out approach to fitness,\" she said. \"The magic continues with products that perform miracles to make you gorgeous, or make you forget you even have your period.\"\r\n\r\nTropes include the blonde ingénue: fresh faced, innocent and unassuming; the golden goddess: perfect in a slinky ball gown or while working out; and the modern miracle mom whose home is clean as a sanctuary, with Pinterest-worthy parties and cupcakes, Koller noted.\r\n\r\nFortunately, some brands understand the need to keep it real, Koller said. She cited CBX\'s work with Kotex. \"When Kotex first started working with us, the cultural conversation around femininity had shifted,\" she explained. \"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 a need to create a new conversation with young women.\"\r\n\r\nCBX helped Kotex kill the butterflies and flowers and create packaging designs for its U by Kotex brand that broke through what Koller described as 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,\" she said. \"No flowers, no high-tech performance claims.\"\r\n\r\nBut U by Kotex and CBX didn\'t stop there. By including \"Myth or Fact?\" questions on the back of packs, they helped dispel urban myths surrounding women\'s periods. \"Fact: if you swim in the ocean while you have your period, you will not attract sharks,\" Koller said, to laughter in the TEDx audience.\r\n\r\nAs forward-thinking brands seek to connect with women, they should continue to innovate with empowering and realistic visual counterpoints to the prevailing clichés, Koller advised. These new codes are already emerging. \"Perfection is being replaced by imperfect expression, the ingénue by graceful aging, the golden goddess by the warrior,\" she said. \"Magic is taking a back seat to hard work. The modern miracle mom has shifted to home-making, with everyday dads and gender role reversals; instead of exoticism, we have true diversity.\"\r\n\r\nCharting course amid this new environment can be challenging for brands, but ultimately such approaches are far more inspiring for real women, Koller asserted. \"I would ask you to think hard about the brands you support and the ways you represent and brand yourself, your friends, your sisters,\" she said in the conclusion to the talk. \"You have the chance to shape conversations for and about women every day.\"\r\n\r\nTo view Koller\'s full presentation, please visit: <a href=\"http://tedxtalks.ted.com/video/Get-Real-Branding-beyond-the-cl;search%3ATEDxSPFHS\" target=\"_blank\">http://tedxtalks.ted.com/video/Get-Real-Branding-beyond-the-cl;search%3ATEDxSPFHS</a>', 'CBX Expert in TEDx Talk: Women\'s Brands Must Soar Past Sea of Cliches', '', 'inherit', 'closed', 'closed', '', '2223-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2223, 'http://cbx.cappendev.com/2223-revision-v1', 0, 'revision', '', 0),
(2750, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>Taking a Stand on Trending Cultural Moments Can Be a Savvy Move -- So Long as Those Trenchant Tweets Actually Match Your Brand, Writes CBX\'s Gregg S. Lipman in Column for The Huffington Post</strong>\r\nChiming in about trending cultural moments is the new Holy Grail of marketing. The trick, however, is to make sure your brand\'s social commentary doesn\'t turn into the functional equivalent of a drunken groomsman\'s awkward wedding toast, writes Gregg S. Lipman, Managing Partner at brand agency CBX, in a Jan. 30 column for The Huffington Post.\r\n\r\n\"Nobody doubts Drunk Guy at Wedding means well with his impromptu speech,\" writes the veteran brand consultant. \"What he\'s lacking is execution.\"\r\n\r\nIn the column (\"Responding to a Cultural Moment? Don\'t Use Deflated Creative\"), Lipman cites powerful examples of on-brand responses to various social issues and cultural moments, such as Oreo\'s real-time response to the third-quarter power outage at the Superdome during the 2013 Super Bowl (\"Power out? No problem. You can still dunk in the dark\"). \"To this day, Oreo\'s infamous blackout tweet is considered the epitome of a social media win,\" he writes. \"It garnered 525 million earned media impressions, which is five times the number of people who actually watched the game.\"\r\n\r\nLikewise, Ben &amp; Jerry\'s delighted its fans last year with a tweet about the legalization of marijuana in Colorado (\"BREAKING NEWS: We\'re hearing reports of stores selling out of Ben &amp; Jerry\'s in Colorado. What\'s up with that?\"). And the sheer cleverness of Krispy Kreme\'s \"deflategate\" tweet -- a picture of a football-shaped, cream-filled donut with the words \"Ours are fully filled\" -- blew up on Twitter. It was in response, of course, to the scandal about the New England Patriots\' alleged use of improperly deflated balls during the NFL playoffs.\r\n\r\nBut other attempts to \"grab the mic\" on social issues have come across as inauthentic. Lipman cites the Seattle Seahawks\' awkward Martin Luther King, Jr., tweet. One day after their comeback over the Green Bay Packers, which earned them a Super Bowl berth, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay.\" By comparing their unlikely comeback to the humanistic victories of the civil rights movement, the team was guilty of borderline-offensive speech.\r\n\r\n\"Adding insult to injury,\" Lipman writes, \"it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \'Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\'\"\r\n\r\nProper execution, he explains, is about knowing what your brand means to consumers. For example, voicing support for causes such as Occupy Wall Street or the legalization of marijuana is perfectly consonant with Ben &amp; Jerry\'s famously progressive brand and values. \"Ben &amp; Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment,\" Lipman writes. \"After all, it\'s not enough to say it internally. You need to prove it publically.\"\r\n\r\nGiven the risks of falling flat, some companies might want to play it safe by staying out of the cultural fray. But they risk their relevancy by doing so, Lipman writes. \"Branding is all about creating value beyond product benefits,\" he notes. \"We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in ... Staying on the sidelines isn\'t going to cut it.\"\r\n\r\nIn addition to on-brand content, execution is also about creativity and skill. Lipman cites Starbucks\' recent ad saluting Martin Luther King, Jr. \"The real power of the ad is in the creative execution, which was done in-house,\" he writes. \"The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \'It\'s time to look at things differently. Again.\'\"\r\n\r\nPrinted in The New York Times and posted on social media, the Starbucks ad garnered glowing responses from the public and in the media. \"It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces Starbucks\' brand purpose and brand image (warm sincerity with a double shot of social activism and community),\" Lipman writes.', 'CBX Expert: Brands Can and Should \'Grab the Mic\' on Social Issues', '', 'inherit', 'closed', 'closed', '', '2070-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2070, 'http://cbx.cappendev.com/2070-revision-v1', 0, 'revision', '', 0);
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(2751, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>But the Effort Must Be Comprehensive and Focus on Elevated Approaches to Store Design, Marketing, Merchandising and the Overall Customer Experience, Writes Branding Veteran Todd Maute</strong>\r\nDrug stores are always looking to drive more traffic to the front of the store and boost sales of higher-margin items. Upping their game on beauty is one way to accomplish both objectives, writes Todd Maute, a partner at brand agency CBX, in the August 24th issue of Chain Drug Review.\r\n\r\n\"National chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays,\" Maute writes. \"To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel.\"\r\n\r\nIn the column (\"Drug Chains Can Own Beauty with Elevated Offerings\") Maute cites the ongoing efforts of chains such as Walgreens, CVS and Rite Aid to ramp up the sophistication of their beauty aisles. These efforts are for the most part on point, the veteran branding consultant comments, but the overall strategy should be to make the beauty aisle a true destination for beauty shoppers. \"Even women of limited means are often willing to drive to Macy\'s, Nordstrom, Sephora or Saks to splurge on cosmetics,\" he observes. \"What they\'re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.\"\r\n\r\nDrug chains need to ramp up the general impression of service as well, Maute says. \"That could mean bringing in a cosmetologist for occasional product demonstrations, \'makeover days,\' classes or other events,\" he notes, \"or pointing to the fact that pharmacy personnel can answer questions about how certain products -- or even supplements and food -- can affect sensitive skin.\"\r\n\r\nMarketing and branding should reinforce this expert angle. The chain\'s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products, Maute writes.\r\n\r\nMoreover, chains could focus harder on elevating the design of the beauty aisle itself. \"At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies,\" Maute writes. \"But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?\"\r\n\r\nMaute adds that \"the approach could be integrated and omni-channel -- right down to automated, replacements of mascara or other items populated as favorites via an iPhone app. You get a text telling you that your replacement item is ready for pickup, along with a coupon or two.\"\r\n\r\nSee the full article <a href=\"http://www.chaindrugreview.com/with-elevated-offerings-drug-chains-can-own-beauty/\" target=\"_blank\">here</a>.\r\n\r\nPhoto courtesy of <a href=\"http://dr40wallstreet.com/look_boutique\" target=\"_blank\">Duane Reade</a>.', 'CBX Expert: Drug Chains Can Own the Beauty Category by Upping Their Game', '', 'inherit', 'closed', 'closed', '', '2131-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2131, 'http://cbx.cappendev.com/2131-revision-v1', 0, 'revision', '', 0),
(2752, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>Creating metaphorical \'concept cars\' is a way for drugstore brands to unleash their creativity and position themselves for the future, retail design veteran Joseph Bona advises.</strong>\r\nChain drug stores should position themselves for the future by experimenting with paradigm-busting store prototypes that rethink business-as-usual approaches, writes Joseph Bona, President of Branded Environments for brand agency CBX, in the April 27 edition of Chain Drug Review.\r\n\r\nIn the column, the retail design veteran likens creative store prototypes to the unimaginable concept cars unveiled every year at major auto shows. \"By making a practice of radically rethinking their products, global carmakers have learned to unleash their creativity and position themselves for the future,\" Bona observes. \"Are chain drug stores doing the same?\"\r\n\r\nThe point is to generate new ideas that could ultimately exert real influence years or decades down the line, regardless of how impractical those ideas might seem today, Bona explains. When it comes to the already lagging front of the store in particular, he writes, the industry might rethink the current, convenience-oriented model by focusing more narrowly on health and wellness in ways that bolster the retailer\'s brand-promise.\r\n\r\n\"Drug stores are all about consumers taking better care of themselves,\" Bona writes. \"The \'Drug Store of the Future\' could offer products that reflect a more elevated consciousness.\"\r\n\r\nFor example, in the future, chain drug store staples like candy, high-sugar drinks, lawn chairs, Styrofoam coolers, low-end electronics and other space-clogging, commoditized products may be downplayed or eliminated altogether. Instead, the prototype could add healthy elements such as a preventive medicine clinic, an organic juice bar, a wide selection of artisanal waters, FitBit-style gizmos and even a pick-up area for farm-to-table produce, Bona writes. The store might also include a small community room for yoga classes, massages and other services.\r\n\r\nIn turn, shopper rewards programs might include free downloads of articles on nutrition or high-intensity fitness, or a digital recording of a stress-reducing guided meditation.\r\n\r\n\"Today, drugstores are full of merchandise that dilutes or even harms their brands, which is precisely why CVS kicked tobacco to the curb,\" he notes. \"If American society becomes increasingly focused on health and wellness, then why not try to bring about a future in which consumers strongly associate national drugstores with their health and wellness needs? Why cede this territory to the likes of Whole Foods, which could never achieve the geographic market penetration of a CVS or Walgreens?\"\r\n\r\nWhile \"far-out\" prototypes rarely go to market in full form, Bona writes in the conclusion to the piece, \"they can and do lead to new ideas and incremental changes that, over time, translate into competitive advantages for chain drug retailers in the real world.\"\r\n\r\n<a href=\"http://www.chaindrugreview.com/envisioning-the-drug-store-of-the-future/\" target=\"_blank\">The full article is available here.</a>\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/drug-store-future-should-not-compete-c-stores\" target=\"_blank\">CSPnet</a>\r\n\r\n<a href=\"http://insights.retailenvironments.org/2015/05/14/cbx-expert-national-drug-chains-should-go-boldly-into-the-future/\" target=\"_blank\">A.R.E.</a>', 'CBX Expert: National Drug Chains Should Go Boldly Into The Future With \'Out-There\' Store Prototypes Focused On Health & Wellness', '', 'inherit', 'closed', 'closed', '', '2098-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2098, 'http://cbx.cappendev.com/2098-revision-v1', 0, 'revision', '', 0),
(2753, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>Petroleum Retailers Would Do Well to Focus Harder on Storytelling and the Customer Experience, Writes Veteran Design and Branding Consultant Joe Bona</strong>\r\nThe need to create and develop meaningful brand experiences is critical for retailers today, but petroleum companies in particular face these challenges when planning their stores of the future, writes Joseph Bona, president of Branded Environments for brand agency and retail design consultancy CBX, in a March 6 column for Oil &amp; Gas Monitor online.\r\n\r\n\"While petroleum companies will continue to try to differentiate themselves at the pump -- offering the cheapest gasoline and/or the highest-performance additives -- the fact remains that gas has become a commodity purchase for most consumers,\" Bona writes. \"How, then, do you get people to purposefully drive past your competitors and spend their money with you?\"\r\n\r\nIn the column (\'Know Thyself\': For Petroleum Brands, The Future of Retail is About Looking Within), the veteran convenience store/fuel station designer highlights the role of the customer experience in cementing brand loyalty. He cites the examples of industry leaders such as Wawa, RaceTrac, Speedway, QuickTrip and Sheetz, all of which emphasize a brand-consistent customer journey.\r\n\r\n\"The idea is to make sure all aspects of the experience -- from seeing a sign on the interstate, to pulling up to the pump, to walking out of the store with a steaming cup of java in your hand -- will deepen your connection to the brand,\" Bona writes.\r\n\r\nHe goes on to describe several ways in which petroleum companies can make both the fueling and c-store experiences feel brand-right and engaging, and invites readers to imagine what would happen if Richard Branson, the visionary founder of Virgin Group, were to get his hands on a portfolio of gas stations. \"You can bet the journey would be more whimsical, futuristic and fun than what we have come to expect -- with a social conscience thrown in to boot,\" Bona writes.\r\n\r\nLike the individual words in a sentence, all elements of the fueling/c-store experience -- from the design of the canopies and pumps, to payment-processing interfaces, to the types of fuels available, to the look and feel of the store itself -- send messages to customers, he explains. \"Whatever the future brings in terms of technology, site configuration or anything else,\" Bona writes, \"do some careful thinking about how to make those changes in ways that reinforce your brand and encourage people to see the experience as consonant rather than dissonant.\"\r\n\r\nThe full column is available <a href=\"http://www.oilgasmonitor.com/know-thyself-for-petroleum-brand-the-future-of-retail-is-about-looking-within/9030/\" target=\"_blank\">here</a>.\r\n\r\nAs seen in:\r\n\r\n<a href=\"http://www.petrolplaza.com/news/print/browse/MiZlbiYxODEwNiYmMSYzMCYx\" target=\"_blank\">Petrol Plaza</a>\r\n\r\n&nbsp;', 'CBX Expert: Petroleum Brands Need to \'Look Within\' and Modernize', '', 'inherit', 'closed', 'closed', '', '2079-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2079, 'http://cbx.cappendev.com/2079-revision-v1', 0, 'revision', '', 0),
(2754, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>All Too Often Retailers and Manufacturers Tussle Over the Costs of Store-Brand Packaging Rather Than Viewing It as a Wise Investment That Will Benefit Both, Writes Branding Veteran Todd Maute</strong>\r\nIn today\'s retail marketplace, beating the competition increasingly requires savvy approaches to building and leveraging store brands. And yet retailers and manufacturers often squabble over the cost of store-brand packaging rather than seeing it as a valuable marketing tool worth investing in, writes Todd Maute, a partner at brand agency CBX, in a July 29 column for Store Brands magazine.\r\n\r\n\"Building your brand is clearly about much more than containing costs,\" writes Maute in the publication\'s Expert Insights column (\"Reconsider packaging design: Get results through a more nuanced approach to cost containment\"). \"In fact, going to market with best-in-class private brands is really a wise long-term investment.\"\r\n\r\nIndeed, when retailers, manufacturers and design firms put a priority on creating best-in-class store brand programs, all are more likely to benefit, Maute observes. Toward that end, he encourages retailers to evolve their store brands further by ramping up the quality and design standards of the packaging. \"It\'s the primary -- if not the only -- marketing tool store brands get,\" he notes.\r\n\r\nNor, Maute writes, would taking this step be particularly unrealistic: Over the past 20 years, leading retail chains have steadily embraced more sophisticated approaches to store brands, especially when it comes to research and testing. \"Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers,\" he writes. \"Skimping on design costs hinders the retailer\'s ability to get the product perception right.\"\r\n\r\nUsing the example of a $1 billion store brand with 20 percent market penetration, he points out that a minimum 2 percent lift in sales from a packaging redesign would translate into $20 million in growth -- \"and the design expense would be a fraction of that.\"\r\n\r\nThe full column is available <a href=\"http://www.storebrands.info/store-brand-insights/experts-insights/reconsider-packaging-design?cc=28\" target=\"_blank\">here</a>.', 'CBX Expert: Retailers Should See Packaging as a Marketing Tool, Not a Cost', '', 'inherit', 'closed', 'closed', '', '2123-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2123, 'http://cbx.cappendev.com/2123-revision-v1', 0, 'revision', '', 0),
(2755, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>At Pacific Northwest Retail Design Institute, Brand Agency\'s James Sundstad Encourages Retailers to Keep Tech Tools in Perspective and \"Dance\" With Their Customers -- Face-to-Face, Here and Now</strong>\r\nRetailers can fail to connect with their customers on a human level if they focus myopically on in-store and other tech tools, cautioned James Sundstad, VP of Branded Environments for brand agency CBX, at the Retail Design Institute\'s Pacific Northwest conference in Seattle.\r\n\r\n\"Smartphone addicts pay more attention to incoming texts than they do to the living, breathing human beings standing in front of them,\" Sundstad said. \"Many retailers focus overmuch on tech tactics such as video walls or geo-fencing, or on big-picture analytics about customers and markets. But the foundation of your brand strategy should be to forge meaningful, lasting relationships with actual people in the here and now -- especially when your competition includes the likes of Amazon.\"\r\n\r\nSundstad, a 35-year veteran of the retail design business, gave the talk (\"Why Algorithms Can\'t Dance: 5 Trends that are Humanizing Retail™\") on May 24 at Cincinnati-based RDI\'s Pacific Northwest regional event. The audience included leading retail design professionals as well as executives from major retailers such as Nordstrom, Ethan Allen and Amazon.\r\n\r\nWhether in life or retail, a singular focus on technology can lead to alienation and disconnection, Sundstad asserted during the presentation. \"Brand-building strategies need to hinge on the principles of building solid, long-lasting human relationships,\" he said. \"After you forge that connection on a human level, then, yes, you can use technology to enhance it. The key is to remember that technology is never a substitute.\"\r\n\r\nSundstad outlined five principles for humanizing retail and building customer connections.\r\n\r\nThe first -- \"Do \'You\'\" -- hinges on the need for authenticity, he explained. \"In a relationship, whether you\'re a romantic or the outdoorsy type or a homebody, just own who you are. Your partner will always see and appreciate the real you.\" Sundstad asked the audience to imagine a Twinkies package touting ingredients such as cane sugar, organic flour and farm-to-table, hand-churned butter made from grass-fed cows. \"People would never believe it,\" he said. \"Better for Twinkies to embrace its \'badness,\' its unhealthiness. If I want a Twinkie, I want it for all its caloric, indulgent, unhealthy glory. As a brand, in other words, it\'s OK to be who you really are.\"\r\n\r\nThe second principle -- \"Get Tribal\" -- focuses on the central role of community in human relationships. \"It\'s all about this idea of finding connection with people who are like-minded,\" Sundstad said. \"We need to create retail environments where people are motivated to come together around products and causes they believe in.\" The retail design veteran pointed to popular fitness studio SoulCycle. \"People joke about belonging to the \'SoulCycle tribe,\'\" he said. \"Creating a tribe is all about finding what motivates your customers and then giving them an environment in which to experience it with others. This encourages true connection.\"\r\n\r\nJust as honesty is one of the keys to friendships or romantic relationships, the third principle -- \"Get Naked\" -- focuses on the need to build trust with customers. \"Customers today want to know everything about your brand,\" Sundstad told the audience. \"The more open and honest you are with them, the better off you\'ll be in the long run.\" He cited the online clothing company Everlane, which provides customers with a detailed accounting of its markups, sourcing, costs and more as part of a drive toward what it calls \"radical transparency.\"\r\n\r\nRelationships can sometimes grow stale with time. The fourth principle -- \"Keep it Interesting\" -- highlights the need for continual reengagement. \"It\'s about keeping the spice of the relationship going and not falling into a predictable pattern,\" said Sundstad, who has worked with retailers such as Whole Foods, Starbucks, Jamba Juice and Walgreens, to name a few. \"What are you doing to create a different experience each time people come into your store? Once they enter your store, how are you making it fun and interesting? Are you encouraging connection?\"\r\n\r\nLastly, retailers can better connect with people if they \"Shut Up and Dance,\" Sundstad said. Dancing with a partner is never a one-sided affair, and yet many retailers simply present themselves to their customers, without asking or expecting anything in return. \"Good dancers closely engage with their partners, read their responses and then react in real time,\" he explained. \"Likewise, you want to create a customer engagement -- a dance -- that is mutual, empowering and encouraging.\" He cited Pret A Manger, where employees playfully give away free food to customers who engage with them by dancing, telling jokes or otherwise pleasing them. \"It\'s a delightful approach. Pret\'s employees are literally dancing with their customers,\" Sundstad related.\r\n\r\n\"The speed of life is always moving faster and faster, but it is time to slow down and connect -- human-to-human, brand-to-customer,\" he concluded. \"Algorithms can\'t dance, but you can.\"', 'CBX Expert: Technology Can Alienate Retailers From Their Customers', '', 'inherit', 'closed', 'closed', '', '2191-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2191, 'http://cbx.cappendev.com/2191-revision-v1', 0, 'revision', '', 0),
(2756, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'An outdated graphic storyline dominates the baby products aisle: flawless photograph of happy babies and along with clinical imagery of safety and security. New packaging by CBX for The First Years brand seeks a change. “Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,” says Rick Barrack, Chief Creative Officer. “Instead, we worked with The First Years to do something refreshing for this category. We actually embraced the awesome — but at times messy and gritty — reality of the parenting journey.” The project, aimed at millennial parents, includes logos, fonts, selfie-style imagery that would seem at home on Facebook or Instagram, warm colors, as well as straight talk and irreverent copy. “Our goal was to bring some freshness and reality to a tired category,” says Willie Wilkov, CMO of TOMY International. “The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.”\r\nThe full article is available <a href=\"http://www.cbx.com/news/cbx-helps-the-first-years-rebrand-with-younger-moms-in-mind/\" target=\"_blank\">here</a>.', 'CBX Gets Messy with Millenials', '', 'inherit', 'closed', 'closed', '', '2080-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2080, 'http://cbx.cappendev.com/2080-revision-v1', 0, 'revision', '', 0),
(2757, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>Minneapolis craft meat brand got its start at the local farmers market but is now headed for grocery aisles across the country.</strong>\r\nMan Cave Craft Meats is moving from its tent at the Minneapolis Farmers Market to grocery stores across the country—with packaging and branding help from CBX.\r\n\r\n\"The founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched their business by crafting standout flavor combinations with an obsessive focus on quality,\" said CBX Managing Partner Nancy Brown. \"As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging.\"\r\n\r\nIn less than a year, the brand grew from zero to more than 500 stores, with even more aggressive rollout plans for the future. \"Man Cave Meats achieved this type of growth by bringing a truly new product experience to consumers,\" said Brown, who is based in CBX\'s Minneapolis office. \"From 50/50 Bacon burgers, to sriracha chicken sausages, to buffalo-style bratwursts with bleu cheese, Man Cave Meats offers creative combinations that are unique and appeal to consumers seeking new flavor experiences.\"\r\n\r\nBefitting this creativity, Man Cave Meats\' new packaging is atypical as well. The designs feature black backgrounds, attention-grabbing typography treatments and iconic imagery in an aesthetic approach reminiscent of the world of craft beer. \"This brand is all about distinctive flavor,\" Brown said. \"We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.\"\r\n\r\nWhile the packaging celebrates quality and conveys the Beste brothers\' love of their craft, it was not designed to appeal to everybody, Brown noted. \"People who love craft meat are a kind of tribe, and they respond to an authentic, bold and true brand personality,\" she explained. \"They don\'t do \'generic\'.\"\r\n\r\nImages of muscular males with beards and tattoos might not be appropriate for mainstream brands on the meat aisle, but such images—as well as taglines like \"Long live the butcher!\"—are right in line with the Man Cave Meats brand, said Nick Beste, CEO.\r\n\r\n\"Our core customer is an unpretentious foodie—a down-to-earth meat-eater who wants food that satisfies and stimulates,\" Beste noted. \"He believes that meat should be damn good, which is why we make our products the same way today as the day we started—in small batches, with premium cuts of meat and in creative flavor combinations.\"', 'CBX Helps Man Cave Meats Gear Up for Geographic Expansion', '', 'inherit', 'closed', 'closed', '', '2141-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2141, 'http://cbx.cappendev.com/2141-revision-v1', 0, 'revision', '', 0),
(2758, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Brand agency works with She Should Run to add punch and clarity to its messaging; organization inspires women and girls to get in the race for public leadership to make a bigger impact.\r\nShe Should Run, a nonprofit committed to advancing women and girls in public leadership, is armed with a new messaging strategy thanks to pro-bono help from brand agency CBX.\r\n\r\n“The role of women and girls in politics is receiving more attention than ever thanks to the historic 2016 presidential campaign,” noted CBX Creative Director Lesley Stordahl. “While national attention is on the presidency and top 30 elected positions, there are over 500,000 seats in public leadership. Only 20% of those seats are held by women. She Should Run is there to encourage women to take a seat at the table and amplify their voice in the national debate.”\r\n\r\nExperts from CBX helped Washington, D.C.-based She Should Run add punch and clarity to its messaging by leveraging the proven principles of brand communication. She Should Run frequently collaborates with corporate and other partners to find new ways to motivate girls to explore leadership opportunities. The latest example is the nonprofit’s partnership with Mattel, Inc. on the new President and Vice President Barbie®, launched this week.\r\n\r\nWhile She Should Run’s “Ask a Woman to Run” nomination program has reached more than 100,000 women over the years, the nonprofit has simultaneously broadened and diversified its programs. “This strong growth added complexity to She Should Run’s messaging challenges,” Stordahl said. “Our solution was to employ a unifying framework similar to what you might find on the drawing board for a major CPG brand.”\r\n\r\nCrafting a meaningful messaging strategy started with a deeper understanding of the barriers women face getting into the race for public office. Originally, She Should Run described itself as “A national network committed to advancing women and girls in public leadership.” But by understanding the barriers, CBX was able to help SSR reframe the conversation in a more relevant and compelling way. The new statement is: “A national network committed to inspiring more women and girls to get in the race for public leadership to make a bigger impact.”\r\n\r\nUsing these insights, messaging experts from CBX helped She Should Run sharpen the aim of communications to more precisely hit on the needs and motivations of potential female candidates. The three key messages are: “Wish You Were Here,” “Fit in the Picture” and “Proactive Change.”\r\n\r\n“These three messages form the cornerstones of a clear She Should Run story,” Stordahl explained. “She Should Run shines a light on what’s missing in politics, and they help women envision themselves in the political picture (no matter their circumstances). They inspire proactive change by showing public leadership as a direct path to a better future.”\r\n\r\nWhile She Should Run is certainly part of the political world, the new messaging framework moves away from political, inside-the-Beltway language in favor of the higher-order messages of the brand model, Stordahl noted. Now, She Should Run is integrating the new approach into its Ask A Woman To Run program, “Warm Up” newsletter, social media communications, media interviews, speeches and more, she said.\r\n\r\n“We’re proud to have helped She Should Run establish a clear direction and voice for the future,” Stordahl said. “This messaging won’t just inspire language for existing programs—it will serve as a foundation as the rapidly growing organization collaborates with new partners, pitches potential sponsors and, most importantly, inspires new generations of women and girls to make an impact at all levels of the public leadership.”\r\n\r\nAs noted, the most recent example of that collaboration is the organization’s partnership with Mattel on the President and Vice President Barbie® launch. “While female leadership continues to reach new milestones, only 39 percent of girls say they want to be a leader, according to a survey by the Girl Scout Research Institute,” noted Erin Cutraro, co-founder and CEO of She Should Run. “The Barbie line’s first female presidential and vice presidential ticket is a way of harnessing the power of young girls’ imagination to help them discover their own leadership potential. Ideally, it will lead to more girls in leadership roles in the years to come.”', 'CBX Helps Nonprofit In Quest To Inspire More Females To Enter Politics', '', 'inherit', 'closed', 'closed', '', '2209-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2209, 'http://cbx.cappendev.com/2209-revision-v1', 0, 'revision', '', 0),
(2759, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<strong>New Packaging Is Vibrant and Playful as It Embraces an Authentic View of Parenting</strong>\r\nWith help from brand agency CBX, The First Years brand\'s newly redesigned packaging transcends outdated storylines that have long dominated the baby aisle.\r\n\r\n\"Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,\" said Rick Barrack, Chief Creative Officer. \"Instead, CBX worked with The First Years to do something refreshing for this category. We actually embraced the awesome -- but at times messy and gritty -- reality of the parenting journey. This is something millennial moms can relate to.\"\r\n\r\nWith new logos, fonts, \"selfie\"-style imagery and warmer colors, the redesigned packaging for products such as bathtubs, sippy cups and breast pumps began to hit the baby aisles in January. In addition to crafting three millennial-friendly packaging formats for The First Years\' 2015 rollout, CBX also developed a set of packaging guidelines geared toward applying the brand to future products.\r\n\r\n\"Now a part of TOMY International, the First Years has been a trusted name in the baby category since the 1950s and is known for putting a priority on the parenting experience,\" Barrack said. \"Indeed, this is the company that invented plastic-coated safety pins so that moms wouldn\'t hurt their fingers. From a design perspective, however, there was a need for more storytelling and differentiation.\"\r\n\r\nThe branding project, which included surveys of both new and existing moms, was important in part because competition for shoppers\' attention is so keen in the baby category, said Barrack.\r\n\r\nTraditionally, the baby aisle has been packed with an array of products featuring flawless photography of cooing babies along with somewhat clinical imagery suggesting safety and security.\r\n\r\n\"We recognized the need to stand out and stand for something,\" said Willie Wilkov, Chief Marketing Officer of TOMY International. \"Our goal was to bring some freshness and reality to a tired category. We appreciate that CBX pushed our thinking because we wanted to push the envelope. The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.\"\r\n\r\nIn addition to playfulness, vibrancy and a sense of discovery, the new brand emphasizes straight talk. For example, CBX and The First Years chose photography that would seem right at home on Facebook or Instagram. \"There\'s a humor and irreverence to the photography we chose,\" said Barrack. \"We went with pictures that an actual mom might have taken after something unusual or funny happened, not a perfectly posed shot with perfect lighting. On The First Years\' new packages, the baby might even have a stain on his shirt.\r\n\r\n\"After all, millennials are looking for honest conversation about parenting, including candor about imperfection and realness,\" Barrack continued. \"They want to make their own choices. To them, parenting is a new form of freedom in a way. It isn\'t the end of something; it is a new beginning.\"', 'CBX Helps The First Years Rebrand -- With Younger Moms in Mind', '', 'inherit', 'closed', 'closed', '', '2073-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2073, 'http://cbx.cappendev.com/2073-revision-v1', 0, 'revision', '', 0),
(2760, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p><strong>-- Rollout of new design to continue through 2008</strong>\r\nPLOCK, Poland (7/8/08) - PKN Orlen recently unveiled its new convenience store concept in Warsaw\'s Powazkowska section, representing a comprehensive strategic brand positioning, corporate identity and naming program, as well as a retail design prototype directed by New York-based CBX.\r\n\r\nThe state-owned company (which, with more than 1,800 stations across the country, is Poland\'s largest petroleum retailer) wanted to distinguish itself from multi-nationals entering the local market with formats that include convenience stores, explained Joseph Bona, president of CBX\'s retail division. Prior to engaging CBX, the company operated a basic, entry level c-store format.\r\n\r\n\"PKN Orlen sought to raise the design and merchandising bar in c-store retailing and, in turn, leapfrog the competition,\" Bona said. To that end, motorists using the site\'s fuel islands will find the adjacent \'Stop Café Bistro\' convenience store hard to miss. Bold colors and backlit columns on the exterior provide a powerful visual statement both day and night.\r\n\r\n\"Inside, we designed a layout that drives more customers through a new and improved foodservice offer to generate higher sales and profits,\" Bona noted. Coffee-to-go, a new and expanding category, is located near the entrance, immediately enticing customers with the sight, sounds and aroma of freshly brewed coffee. A well-stocked newsstand with periodicals also tempts customers to spend a moment browsing.\r\n\r\nCBX\'s design team devised a vibrant grid of product and people photography incorporating PKN Orlen\'s iconic shade of vivid red as well as darker and lighter reds, to highlight the foodservice area, which includes a grill station for made-to-order hotdogs. Sandwiches and other to-go foods are displayed in sleek glass cases with light-wood trim. \"Our intent was to create a \'stage\' or a bit of theater around the food offer,\" Bona explained, \"while also allowing for ease of operations.\"\r\n\r\nFoodservice customers travel the length of store to pay for their purchases at a centralized paypoint positioned at the rear of the selling space, where they will also find the grocery section. Light wood-trimmed shelving holds a wide range of items that makes Stop Café Bistro a destination for everyday kitchen staples as well as prepared foods.\r\n\r\nAbout PKN Orlen\r\n\r\nPKN Orlen is Poland and central Europe\'s largest publicly traded firm, with major operations in Poland, the Czech Republic, Germany and the Baltic States. The merger of Poland\'s C.P.N. and PKN in 1999 created PKN Orlen headquartered near Warsaw in Plock. The company, which also operates a number of joint ventures, generates annual sales of $10 billion (USD).</p>', 'CBX\'s New Convenience Store Prototype For PKN Orlen Debuts in Poland', '', 'inherit', 'closed', 'closed', '', '1646-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1646, 'http://cbx.cappendev.com/1646-revision-v1', 0, 'revision', '', 0),
(2761, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '<p>NEW YORK (4/4/2011)-With the first phase of its design unveiled late last year, CBX, the strategic branding and retail design consultancy headquartered here, today announced that its Seoul, South Korea-based JMCBX Division is working towards the completion of the second phase of the new 495,900-square-foot Shinsegae department store in Cheonan, South Korea.\r\nThe 287,900-square-foot East wing opened in December 2010 on the site formerly occupied by a Galleria department store. This phase also included a 14,300-square-foot rooftop garden. The 193,700-square-foot West wing, expected to open in the second half of 2011, will debut in what had been a Yawoori department store. The project was made possible through a management agreement with Arario, owner of Yawoori, a local department store retailer that established an alliance with Shinsegae in January 2010.\r\n\r\nThrough the alliance with Arario, the new store marks Shinsegae Group\'s entry into this growing city, approximately 50 miles south of Seoul in the province of Chungcheong Nam Do. Including this newest location, the company operates nine namesake department stores as well as 151 E-Mart hypermarkets in Korea and China. A separate E-Mart opened in the basement level of the Chungcheong store building\'s west and east wings in late-December.\r\n\r\nShinsegae is known for many innovations, from creating Korea\'s first department store in 1930, to being the first to accept credit cards in that country as well as the first to sign partnerships with foreign brands. The company again made Korean retailing history in 2006 when it co-located a Shinsegae department store and E-Mart hypermarket in the city of Gwangju. In 2009, Shinsegae unveiled its 3.16-million-square-foot Centum City flagship in Busan. Surpassing Macy\'s Herald Square (2.14 million square feet) to claim the mantle as the world\'s largest department store, the Centum City location was designed to attract tourists from around the world with high-level amenities, merchandise and entertainment options-successfully fusing culture and retailing in a shopping mall resort concept. The project includes boutiques for luxury brands such as Chanel, Georgio Armani, Louis Vuitton, Cartier and Tiffany as well as a cineplex, ice-skating rink, food halls, cultural performance hall, and art gallery. Customer amenities include a concierge and valet parking, along with plazas and water features where families and friends can gather.\r\n\r\nWork on the first phase of the new store, located in Cheonan\'s Shinbu-dong central business district, began in March 2010. Working together, JMCBX and CBX designed the architectural envelope for all merchandise areas; designed all public areas and customer amenities; and directed the total design of certain multi-branded departments, including fixtures and overall environment. In addition, the firm handled traffic circulation and departmental adjacency planning, lighting and visual merchandising for the sprawling store spread among multiple buildings and levels, including new passageways that will seamlessly connect selling areas divided into East and West wings.\r\n\r\n\"While the design of the Chungcheong store is different from Shinsegae\'s Centum City flagship, it is consistent with the company\'s established minimal aesthetic,\" said Joseph Bona, President of CBX\'s Retail Division.\r\n\r\nShinsegae\'s signature refined and restrained use of natural materials - wood, metal, stone and deeply piled carpets - is evident on each floor of the six-floor East wing, which houses cosmetics, and apparel for men, women and children on the first four levels. Upper floors are home to a day spa, the Culture Hall, art gallery and restaurants. A central atrium defines the East wing as does the abundance of light made possible by skylights and an energy efficient lighting plan combining LED, metal halide and fluorescent sources. Vaulted ceilings as well as generous traffic aisles contribute to the overall feeling of spaciousness.\r\n\r\nUpon entering the store\'s first floor, customers take in a calming color palette that ranges from cool ebony and gray tones to warm hues of cream and bright whites. These colors are found on polished and raw stones as well as a variety of wood species making their way on walls, floors, furnishings and fixturing.\r\n\r\nIn addition to selling areas filled with luxury goods, the team headed by Peter Burgoyne, Retail Division Creative Director, designed indoor and outdoor common areas to appeal to customers of all ages and incomes. \"The special amenities found inside the Chungcheong store, such as the Culture Hall, rooftop garden and VIP lounges, are more in keeping with features found at private country clubs in the United States,\" said Burgoyne.\r\n\r\nFor example, marble flooring and comfortable seating are among the luxury treatments that can be found in private areas such as customer restrooms and VIP lounges. The Culture Hall has been designed to accommodate events ranging from performances to wedding receptions and trunk shows.\r\n\r\nLed locally by Seoul-based Managing Director Joon Kyu Whang, the JMCBX/CBX team contributed to the East wing\'s aesthetics and amenities from top to bottom through the design of a rooftop garden as well as a valet parking drop-off zone found underground. In addition to easy access for shoppers arriving by car or on foot, the store offers a direct connection to Cheonan\'s bustling main bus terminal.\r\n\r\n\"The team we assembled for this project represents decades of department store design expertise from around the world,\" said Bona. \"These are architects, designers, planners and project managers who have studied best-in-class department store retailing over their considerable professional design careers. We\'re excited to have them apply their skills to Shinsegae\'s newest store. As department stores remain strong in Korea, we believe Shinsegae will be well positioned in the increasingly competitive Cheonan market. Through great merchandising and great design, they should capture a healthy cross-section of the city\'s customer base, including young shoppers looking for the latest trends as well as adults looking for the latest in high end fashion.\"\r\n\r\nNotably, key members of the firm\'s Shinsegae design team also completed earlier projects for the retailer. Burgoyne led the planning and design team responsible for the Centum City store while with another consulting firm. Whang, who has earlier ties to the Korean department store operator, serves as the lead contact on the Chungcheong project. In this capacity, he was instrumental in the entire project\'s design direction and acted as the key liaison between the firm\'s New York and Seoul offices in adapting global design standards to the local Korean market, providing hands-on, day-to-day client management and coordination.\r\n\r\n\"We\'re very pleased to be working with Shinsegae on this important project,\" said Whang. \"With this new store in Cheonan, Shinsegae will now compete with the country\'s other luxury merchants in a new environment designed especially for this market\'s more affluent and aspirational customers, with all the amenities they expect and require. We also have an opportunity to engage younger customers through appealing public spaces and the latest trend merchandise.\"\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Shin.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Shin.jpg\" alt=\"\" title=\"Shin\" width=\"825\" height=\"658\" class=\"alignnone size-full wp-image-683\" /></a>\r\n\r\n<strong>About Shinsegae Group:</strong>\r\nShinsegae has been at the forefront of Korea\'s retail industry, introducing the country\'s first department store in 1930, its first hypermarket in 1993 and the first premium outlet mall. Shinsegae Group today operates a network of nine Shinsegae department stores and 127 E-Marts stores in Korea, as well as 24 E-Mart stores in Shanghai and Tianjin, China. With 10 affiliates in retail support services, Shinsegae Group, a public company, also has operating joint ventures with Starbucks Coffee Co. as well as Chelsea Property, the world\'s number-one developer of premium outlet shopping centers. In addition, Shinsegae Group is involved in hotel, construction, food service, information and communication businesses. As of 2009, Shinsegae Group\'s total sales of 15 trillion KRW ($15 billion USD), makes it the 16th largest business group in Korea. Shinsegae is accelerating its growth with the aim to be among the world\'s top 10 retailers by 2012.\r\n\r\n<strong>About Arario Corporation:</strong>\r\nARARIO was launched in 1986 as a transportation service business, and subsequently developed a cultural hub in the heart of Cheonan City, Chungcheng Nam Do, Korea. In addition to its bus terminal, the company today operates a state-of-the-art multiplex cinema, high-quality food service outlets and a gallery focusing on modern art from around the world-including works of renowned artists from Cheonan, Seoul, Beijing and New York. In December 2010, ARARIO expanded its offerings in the city to include fashion, opening the Shinsegae Chungcheong department store in partnership with Shinsegae, which leads Korea\'s retail industry.\r\n\r\n', 'CBX\'s New Design for Shinsegae Department Store Unveiled in Alliance With Arario in Cheonan, South Korea', '', 'inherit', 'closed', 'closed', '', '1602-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1602, 'http://cbx.cappendev.com/1602-revision-v1', 0, 'revision', '', 0),
(2762, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, the brand agency and retail design consultancy, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats, which is headquartered in Golden Valley.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai.\r\n\r\nEntries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies. The jury selects the winners based on the creative quality and the marketing relevance of the works presented.\r\n\r\nWinners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explained CBX Managing Partner Nancy Brown, who is based in the firm’s Minneapolis office.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer. “This brand is all about distinctive flavor,” Brown said. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”', 'CBX\'s Work For Man Cave Craft Meats Receives Top Award in Food Category in 2016 Pentawards Packaging Competition', '', 'inherit', 'closed', 'closed', '', '2242-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2242, 'http://cbx.cappendev.com/2242-revision-v1', 0, 'revision', '', 0),
(2763, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, the brand agency and retail design consultancy headquartered here, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai.\r\n\r\nEntries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies. The jury selects the winners based on the creative quality and the marketing relevance of the works presented.\r\n\r\nWinners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the Golden Valley, Minn.-based craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explained CBX Managing Partner Nancy Brown.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer. “This brand is all about distinctive flavor,” Brown said. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”\r\n\r\nOriginally published in <a href=\"http://whattheythink.com/news/82472-cbxs-work-man-cave-craft-meats-receives-top-award/?utm_source=whattheythink&amp;utm_medium=rss&amp;utm_campaign=rss\" target=\"_blank\">WhatTheyThink</a>', 'CBX’s Work For Man Cave Craft Meats Receives Top Award', '', 'inherit', 'closed', 'closed', '', '2253-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2253, 'http://cbx.cappendev.com/2253-revision-v1', 0, 'revision', '', 0);
