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(3159, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'Food companies are launching campaigns for products they call crazy. Instead of grossing out consumers, it\'s creating a nation of \'loco-vores.\'\nAt a certain point, we mature past eating food on a dare. If someone describes something by using the phrase, \"That\'s crazy,\" you generally wouldn\'t put it in your mouth. But some food companies are making money hand over fist on products that they freely admit you have to be kind of nuts to eat. Why does this work?\n\nFirst, let\'s take a look at the masters. Yum Brands (YUM), which owns KFC, Taco Bell, and Pizza Hut, has nailed this formula. On April 3 the company introduced its \"Crazy Cheesy Crust\" Pizza, which it deemed \"an explosion.\" In Pizza Hut\'s own language from the press release:\n\n\"The mere name of the pizza is quite fitting. It\'s Crazy -- featuring 16 dough pockets at its outer edge -- Cheesy -- each pocket is filled with a blend of five Italian cheeses -- and Crust(y) -- the element of a pizza that Pizza Hut has a rich tradition of revolutionizing all around the world.\"\n\nYum, it would seem, is bilingual in \"Crazy.\" During its fourth-quarter earnings call on February 5, President Richard Carucci trumpeted the success of its \"Doritos Locos Tacos,\" -- essentially a meat, cheese, and salt bomb wrapped in a taco shell made from a Doritos chip. Yuck, right? Wrong. Genius.\n\n\"During 2012, Taco Bell sold 325 million Doritos Locos Tacos,\" Carucci said. \"That\'s more tacos than there are people in the United States and makes it one of the most successful product launches in [quick service restaurant] history.\n\nCompanies besides Yum have gone the crazy route. Four Loko was wildly popular before the FDA deemed it dangerous, banning the caffeinated sugar booze in 2010. Kellogg\'s (K) Pop-Tarts breathed life into the brand with their \"Crazy Good\" campaign, which launched back in 2004 and is still  going today. Kellogg\'s maintains its marketing strategy -- in which \"crazy\" is a positive modifier -- by various means including sponsoring concerts by the likeable, saccharine Carly Rae Jepsen\n\nThe word \"crazy\" works particularly well for food because it hones in on the current zeitgeist. \"I think \'crazy\' is definitely skewing towards millennials and even younger,\" says Andrew Pierce, U.S. President of brand consultancy firm Prophet. \"If you do a Google Image search for the word \'crazy\' (please turn your safe search filter ON) all you see is Homer Simpson, cats, and cartoon characters.\" These are things young people like.\n\nThus, \"crazy\" food can mean fun, creative food, which lines up with our evolving national taste. \"What\'s happening is that the American palate has moved from boring to bold,\" says Nancy Brown, a partner at branding firm CBX.  About six years ago, she says, marketers went after teen males by calling products \"extreme.\"\n\n\"I think \'crazy\' is what \'extreme\' was because \'extreme\' has kind of run its course,\" Brown says. And trends do. Companies should beware, says Pierce, because just as \"OMG\" is now old news in the youth lexicon, \"crazy\" too, shall pass.\n\nThese promotions tend to take that factor into account. Doritos Locos and the new \"crazy\" crust pizza are billed as limited-time-only engagements. These are flash-in-the-pan hot items that companies can yank from the shelves before the branding strength of \"crazy\" runs out.\n\nWorst-case scenario, these promotions create buzz for the brand in the fiercely competitive quick-service restaurant category, which always runs the risk of becoming mundane. If, like Taco Bell, you hit gold, the sales boost is just Dorito-encrusted icing.\n\nSo \"crazy\" works on two kinds of consumers, suggests Pradeep Chintagunta, a marketing professor and consumer behavior expert from the University of Chicago\'s Booth School of Business. One is the heavy junk food consumer, generally young and male, who is looking for new ways to spice up his favorite foods. Convincing him a product is \"crazy\" can get him in the store or at least generate buzz.\n\nBut the second target group for \"crazy\" food marketing reflects an interesting trend in our national food psyche. That is, people tend to perceive their eating habits as a kind of balance, says Chintagunta. And many consumers are waking up to the country\'s issue with obesity-related heart disease and diabetes. They really are working hard to eat healthier. So when they want to splurge, they don\'t just want a Snickers bar, they want something so crazy that it balances out the rigidity of the rest of their diet.\n\n\"People like to balance virtue and vice,\" says Chintagunta.  \"They\'ll say, \'During the week, I was a good person. I ate my lettuce, I ate my salad. Now it\'s the weekend, and I want to cut loose a little bit. If I try something, I want to try something a little bit crazy.\'\"\n\nLucky for them, there\'s a cheese-pocket filled pizza with their name on it. Problem solved.\n\n&nbsp;\n\n<a href=\"http://management.fortune.cnn.com/2013/04/08/crazy-cheesy-crust-pizza/\" target=\"_blank\">http://management.fortune.cnn.com/2013/04/08/crazy-cheesy-crust-pizza/</a>', 'Why pizza, tacos, and Pop-Tarts have gone \'crazy\'', '', 'inherit', 'closed', 'closed', '', '1906-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1906, 'http://cbx.cappendev.com/1906-revision-v1', 0, 'revision', '', 0),
(3160, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'If you’ve walked by the area of 37th and 6th and wondered who will be coming moving into the empty real estate, we have an answer for you.\r\nOscar Fittipaldi, an immigrant and Argentian-American, is the new franchise operator who will soon be running a Chick-fil-A out of Herald Square beginning in October.\r\n\r\nSome chicken lovers are rejoicing out there, but others are perhaps feeling a bit torn on this one — particularly members of the gay and lesbian community.  That’s because Chick-fil-A’s President and CEO said he’s against same-sex marriage  and he didn’t only voice his opinions once, but numerous times.\r\n\r\nBut will New Yorkers tweeting and bashing the company’s stance truly stand by their calls to boycott one of America’s favorite fast food chains? Or give in to their love of the food instead? We took that question to Dustin Longstreth, branding strategist with CBX in New York City.\r\n\r\n“I think New York City respects authenticity and the commitment of conviction above all, but at the end of the day the thing that unites New Yorkers is not a liberal agenda or a political opinion, but rather the love of good food,” said Longstreth.\r\n\r\nLongstreth believes there’s no question Chick-fil-A knew exactly what they were doing when they rolled out with this new ad spot to create a new and different tone from perhaps previous preconceptions surrounding the company and its CEO.\r\n\r\nThe company turned the tables and made the story more about Fittipaldi’s background.  That, according to Longstreth was a smart move, but will it work?\r\n\r\n“New York is a city that thrives off of tension.  Chick-fil-A will bring that tension and New York City also thrives off of great food, so they better bring some good chicken,” said Longstreth.\r\n\r\nIn a statement to PIX11, Chick-fil-A said:\r\n“Chick-fil-A believes that success in a community is tied directly to the caliber of the individual franchised Operator who runs the local Chick-fil-A restaurant. Oscar has not only an incredible background in leadership and hospitality, but he also has an entrepreneurial spirit. He has been running the Chick-fil-A restaurant at Aramingo in Philadelphia since it opened more than five years ago, bringing together a diverse community in an urban location. His experience in Philadelphia – combined with his energetic personality – makes him the right person to open the first restaurant in New York City.\r\n\r\nPIX11 also asked Chick-fil-A if they are concerned about a potential boycott in New York City or even protesters, to which the company said it “is not concerned and hopes to sincerely and genuinely welcome everyone from the community.”\r\n\r\nOriginally aired on <a href=\"http://pix11.com/2015/08/11/will-chick-fil-a-retain-its-anti-lgbt-stance-for-its-move-to-nyc/\" target=\"_blank\">PIX11 News</a>.\r\n<div class=\"videoWrapper\"><iframe src=\"https://player.vimeo.com/video/136560245\" width=\"300\" height=\"150\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe></div>', 'Will Chick-Fil-A Retain its Anti-LGBTQ Stance for its Move to NYC?', '', 'inherit', 'closed', 'closed', '', '2124-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2124, 'http://cbx.cappendev.com/2124-revision-v1', 0, 'revision', '', 0),
(3161, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<strong>How names can make or break government programs</strong>\r\nFinancial experts are quickly evaluating President Obama’s newly proposed “myRA” savings program , determining whether or not it will be a boon to the millions of Americans who haven’t adequately funded their retirements.\r\nBut marketing and branding professionals are weighing in on an altogether different aspect. Forget what the program can accomplish from a dollars-and-cents perspective, many say; the real problem is that the name itself may not add up.\r\nThe issues are varied. Sure, the name is supposed to be read as “My RA,” but because it’s a play on the popular IRA program, there’s a temptation to read it as “My IRA.” President Obama himself made this slip when he spoke of the program during Wednesday night’s State of the Union address.\r\nAs “a general rule of thumb, if a gifted orator like President Obama struggles to pronounce it, you may want to look into other naming options,” says John Paolini, a partner with Sullivan, a New York-based branding and marketing firm.\r\nPlus, on paper, the name looks like a woman’s name — Myra (a name shared by such figures as the famed British classical pianist Myra Hess and the title character in Gore Vidal’s novel-turned-film Myra Breckinridge). And to make matters more confusing, the abbreviation RA already has competing meanings in the American vernacular: For instance, it denotes both a dormitory’s residential assistant and the painful disease rheumatoid arthritis. Consider: If you go to TrackMyRA.com , you won’t be gathering information about rates of return. Instead, you’ll be learning about a medical smartphone app “developed specifically with RA patients in mind.”\r\nThat website alone makes Marlin Collingwood, president of the Boston-based communications firm CHT Group, question the branding savvy of the president’s team. “I have to wonder how much research and testing — if any — they did on the name,” Collingwood said.\r\nThe White House did not immediately respond for comment about the “myRA” name.\r\nIt’s not as if the names of government programs or bills don’t matter, marketing experts say. True, many names are fairly innocuous or hard to understand on face value — the name 401(k) actually derives from a subsection of the Internal Revenue Service code — but they still somehow become embraced by the public, often simply as a function of being heard again and again. But other names don’t catch on, so they become what amounts to a missed marketing opportunity. (Yes, bills and government programs must be “marketed,” political pros note.)\r\nEven worse, a name that isn’t quite right invites ridicule: That was the case with the Patient Protection and Affordable Care Act (also known as Obamacare), argues Julie Doughty, a director of verbal identity for CBX, a New York-based branding agency. “If you choose a name that is awkward, long or difficult to remember, then you run the risk that someone else will give you a nickname that sticks — and take the conversation in a direction you didn’t intend,” she says.\r\nConversely, a cleverly crafted name can help a bill or program succeed — in spite of the fact that legislators or the public might not be all that supportive of it. The classic case that’s cited? The USA Patriot Act of 2001. To be against it was to seemingly imply that one wasn\'t “patriotic,” a 2010 Northwestern University report noted. The naming was “an act of public relations genius,” government relations expert Peter Peyser wrote in the report.\r\n\r\nRead more: <a href=\"www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news\" target=\"_blank\">www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news</a>', 'Will unwieldy name doom Obama’s myRA plan?', '', 'inherit', 'closed', 'closed', '', '1965-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1965, 'http://cbx.cappendev.com/1965-revision-v1', 0, 'revision', '', 0),
(3162, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'PLBuyer presented awards to the winners of its Design Excellence Awards contest this morning at PLMA’s 2012 Private Label Trade Show.\r\nBusy PLMA patrons started to crowd around the PL Buyer booth as 11 a.m. loomed near today. Taking a break from walking the show floor attendees snapped photos of the winning products, which are displayed in cases at the PLBuyer booth. As the presentation of the awards began, passersby stopped to learn who was among the winners selected from more than 100 submissions.\r\n\r\nEditor Chris Freeman did the honors this time around, announcing the winners from the contest now in its second year. Winners chosen for 16 categories, with two products earning Best In Show honors from the panel of judges. Judge Christopher Durham of My Private Brand was present this morning to see awards he helped choose among three other judges, Lindsey Hurr of Immotion Studios, Todd Maute of CBX, and Dennis Whalen of Michael Osborne Design, be presented.\r\n\r\nBLDG No. 4 Marketing was the first to receive an award. We spoke with Greg Crombie of BLDG No. 4 Marketing after the ceremony to learn more about Rexall Gripe Water, which won an award for the Baby Care category. This staple product for young mothers with newborns features a colorful dinosaur character and cures minor upsets stomachs.\r\n\r\nCrombie said Rexall came to them looking for an innovative package design. The character they created helps this product stand out on shelves, highlighting the product apart from both national brands and private labels. Since the introduction, “sales have quadrupled,” Crombie said, proving that innovative design can quickly helps a store brand get noticed on shelves.\r\n\r\nDanielle Kidney from P&amp;W Design Consultants was on hand to accept not one, but two awards: Italian sodas for Fresh &amp; Easy and Spanish Orange Juice for Tesco UK.\r\n\r\n“We are so excited to win two awards for both our clients Tesco and Fresh and Easy,” Kidney said. “Designing the Italian sodas for the impulse category was a lot of fun, as we are always allowed tons of creative freedom. We are so pleased to be recognized for this design, which we are so proud of and has been well received.\r\n\r\n“The Spanish orange juice design delivers a highly creative solution to a very competitive category. It truly delivers both humor and shelf standout. We look forward to entering more projects next year.”\r\n\r\nStop by the PL Buyer booth 600-701 to see all of the winners on display and find out how to enter your product in 2013.\r\n\r\nHere are the winners of the 2012 Design Excellence Awards contest:\r\n\r\n<strong>BEST IN SHOW</strong>\r\nMetolius India Pale Ale. Company: Winery Exchange. Retailer: Supervalu.\r\nPresident’s Choice Black Label Pasta. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\n<strong> BABY CARE</strong>\r\nGripe Water. Company: BLDG No. 4 Marketing. Retailer: Rexall\r\n\r\n<strong>BEAUTY AND COSMETICS</strong>\r\nV Moroccan oil. Company: Navarro Discount Pharmacy’s Vida Mia. Retailer: Various retailers and wholesalers.\r\n\r\n<strong>BEVERAGES-PREMIUM</strong>\r\nItalian sodas. Company: P&amp;W Design Consultants. Retailer: Fresh &amp; Easy.\r\n\r\n<strong>BEVERAGES-NBE</strong>\r\nSpanish Orange Juice. Company: P&amp;W Design Consultants. Retailer: Tesco UK\r\n\r\n<strong>ETHNIC</strong>\r\nFull Circle Udon and Noodle Bowls. Company: Topco Associates LLC. Retailer: Topco.\r\n\r\n<strong>FROZEN-PREMIUM</strong>\r\nWestern Family Classics Limited Edition Ice Cream. Company: RKW Communications Inc. Retailer: Overwaitea Food Group\r\n\r\n<strong>FROZEN-NBE</strong>\r\nFull Circle Organic Frozen Fruit Medleys. Company: Topco Associates LLC. Retailer: Topco\r\n\r\n<strong>HEALTH AND PERSONAL CARE</strong>\r\nBody Washes and Lotions. Company: Pharmaca Integrative Pharmacy. Retailer: Pharmaca.\r\n\r\n<strong> HOUSEHOLD GOODS AND SUPPLIES</strong>\r\nBlue Hawk. Company name: united* dsn llc. Retailer: Lowe’s.\r\n\r\n<strong> ON-SHELF PREMIUM</strong>\r\nPresident’s Choice Black Label Pasta. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\n<strong>ON-SHELF NBE</strong>\r\nOrganic Quinoa. Company: Pedon S.P.A. Retailer: Norgesgruppen.\r\n\r\n<strong> ORGANIC</strong>\r\nThe Fresh Market Organic Rice And Quinoa. Company: The Fresh Market. Retailer: The Fresh Market.\r\n\r\n<strong> OTC MEDICATIONS</strong>\r\nMedications. Company: Fred’s. Retailer: Fred’s.\r\n\r\n<strong>PAPER PRODUCTS</strong>\r\nKirkland Signature Parchment Paper. Company: Costco Wholesale. Retailer: Costco.\r\n\r\n<strong>PET FOOD/CARE/SUPPLIES</strong>\r\nPresident’s Choice Nutrition First Pet Food. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\n<strong>REFRIGERATED</strong>\r\n365 Everyday Value Greek Yogurt. Company: Whole Foods Market. Retailer: Whole Foods Market.\r\n\r\n</br>\r\n<a href=\"http://www.privatelabelbuyer.com/articles/print/86984-winners-accept-design-excellence-awards\" target=\"_blank\">http://www.privatelabelbuyer.com/articles/print/86984-winners-accept-design-excellence-awards</a>', 'Winners Accept Design Excellence Awards', '', 'inherit', 'closed', 'closed', '', '1782-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1782, 'http://cbx.cappendev.com/1782-revision-v1', 0, 'revision', '', 0),
(3163, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<p>JERSEY CITY, N.J. -- Eight convenience stores from around the nation are being recognized for outstanding store design and innovation in this year\'s Convenience Store News Store Design Contest.\r\nThe highly coveted Best Original Design award this year goes to Hi Road, a unique Clarksville, Tenn., convenience store owned by Beach Oil Co. and based on a design collaboration with Paragon Solutions Inc.\r\n\r\nOther noteworthy winners include Sky\'s the Limit Remodel winner, Aloha Island Mart in Honolulu, Hawaii; Best Mid-Budget Remodel winner, Quik Mart in Columbia, Tenn.; and Best Interior Design winner, NOCO Express in Cheektowaga, N.Y.\r\n\r\nBelow is the full slate of winners:\r\n\r\n<strong>Best Original Store Design</strong>\r\nHi Road, Clarksville, Tenn. \r\nOwner: Beach Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Best Original Store Design, Honorable Mention</strong> \r\nKelly Express Mart, Albion, Mich. \r\nOwner: Kelly Fuels\r\nDesigner: D|Fab\r\n\r\n<strong>Best Interior Design</strong>\r\nNOCO Express, Cheektowaga, N.Y. \r\nOwner: NOCO Energy Corp.\r\n\r\n<strong>Best Interior Design, Honorable Mention</strong> \r\nThe Purple Cow Convenience Store, Gautier, Miss. \r\nOwner: Slidell Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Best Interior Design, Honorable Mention</strong> \r\nHutch\'s C-Store, Elk City, Okla. \r\nOwner: Hutchinson Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Sky\'s the Limit Remodel</strong>\r\nAloha Island Mart Kahala, Honolulu, Hawaii \r\nOwner: Aloha Petroleum Ltd. \r\nDesigner: CBX\r\n\r\n<strong>Sky\'s the Limit Remodel, Honorable Mention</strong> \r\nOn the Run, St. Peters, Mo. \r\nOwner: Wallis Cos. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Best Mid-Budget Remodel</strong>\r\nQuik Mart, Columbia, Tenn. \r\nOwner: South Tennessee Oil Co. Inc. \r\nDesigner: Conceptual Design Group\r\n\r\nWatch for photos and profiles of the winners in the September issue of Convenience Store News, along with interactive slideshows on CSNews.com.\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-winners_announced_in_2012_csnews_store_design_contest-61713.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-winners_announced_in_2012_csnews_store_design_contest-61713.html</a>', 'Winners Announced in 2012 CSNews Store Design Contest', '', 'inherit', 'closed', 'closed', '', '1662-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1662, 'http://cbx.cappendev.com/1662-revision-v1', 0, 'revision', '', 0),
(3164, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'National drug chains are working hard to drive more sales in the beauty care category.\r\nThe merged Walgreens Boots Alliance Inc., for starters, is revamping its stores with a swankier cosmetics offering centered on the Boots No7 skin care line, which already drives traffic across Europe. For its part, Rite Aid Corp. is rolling out its Receutics Active Skin Repair, a new line of over-the-counter, dermatologically tested skin care products. And of course, CVS/pharmacy continues to reap the benefits of its popular Nuance Salma Hayek line.\r\n\r\nThis emphasis on beauty is no accident. Clearly, drug stores need to leverage their proximity to consumers and drive more traffic to the store. Instead of emphasizing food offerings, like many drug stores are doing, there’s an opportunity to focus on a higher-margin offering, such as cosmetics.\r\n\r\nSo, how can retailers elevate their game in the high-margin beauty aisle and make it a destination? One approach would be to truly own the category.\r\n\r\nA few years ago, for example, when consumers needed pet food, most of them just went to the grocery store. Today, national pet retailers own the pet food category. These chains smartly created strong narratives that positioned themselves as the real experts on pet food — places where you could talk to an expert to get the low-down on the healthiest and highest-quality selections for your particular pet, and where there would be a diverse offering of brands. (It also didn’t hurt that, like drug stores, pet retailers saturated the marketplace and are now on every corner.)\r\n<p style=\"color: #000000;\">Likewise, national chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays.</p>\r\n<p style=\"color: #000000;\">To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel. Even women of limited means are often willing to drive to Macy’s, Nordstrom, Sephora or Saks to splurge on cosmetics. What they’re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.</p>\r\n<p style=\"color: #000000;\">Offering a strong private label brand approach in beauty is a good first step. To truly capture loyalty, however, drug chains need to ramp up the general impression of service as well. That could mean bringing in a cosmetologist for occasional product demonstrations, “makeover days,” classes or other events, or pointing to the fact that pharmacy personnel can answer questions about how certain products — or even supplements and food — can affect sensitive skin.</p>\r\n<p style=\"color: #000000;\">Marketing and branding should reinforce this expert angle. The chain’s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products. Use this opportunity to be proactive — don’t wait for consumers to come to your website. Your experts need to be out there, not just on YouTube and Twitter, but also on major venues like “Good Morning America” and CNN as well.</p>\r\n<p style=\"color: #000000;\">In addition to reputation-building efforts of this kind, chains could focus harder on elevating the customer experience in the beauty aisle.</p>\r\n<p style=\"color: #000000;\">At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies. But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?</p>\r\n<p style=\"color: #000000;\">The approach could be integrated and omnichannel — right down to automated replacements of mascara or other items populated as favorites via an iPhone app. Customers get a text telling them that their replacement item is ready for pickup, along with a coupon or two.</p>\r\n<p style=\"color: #000000;\">Walgreens, for one, is collaborating with a new “social competition” app called Challenged to “bring summer beauty tips to life.” Along the lines of the Ice Bucket Challenge, Walgreens is challenging users to submit 12-second video clips using either CIRCA Beauty or Nonie Creme Colour Prevail, both of which are Walgreens private label products. Beauty expert Lauria Locsmondy of the Walgreens Social and Content creative team will judge the top-three “viewed” Beauty Challenge videos. This is savvy positioning.</p>\r\n<p style=\"color: #000000;\">With its emphasis on health, Rite Aid’s Receutics line also appears to be on trend. According to the company, both research and feedback from pharmacists indicated that Rite Aid’s customers wanted dermatologist-strength solutions to common skin care issues. The pitch here is that Receutics aren’t just clinically proven to be effective — they’re also affordable. The products, which range in price from $9.99 to $49.99, fall into one of four categories: acne clearing, therapeutic relief, sun care and antiaging.</p>\r\n<p style=\"color: #000000;\">Notice that, with Receutics, Rite Aid has much more than an opportunity to boost sales: The customer encounter with Receutics — whether we’re talking about in-store, online or anything in between — is a meaningful impression in and of itself, with broad potential to bolster the overall Rite Aid brand.</p>\r\n<p style=\"color: #000000;\">All in all, the focus on higher-margin beauty items is a solid strategy and, given that the U.S. beauty industry alone is worth $12 billion, there is a lot of room for robust growth. Having done the work on the product front, the next step is to kick execution into a higher gear. Before you know it, most women will be skipping those trips to the mall — and picking up their cosmetics at neighborhood drug stores.</p>\r\nOriginally published in <a href=\"http://www.chaindrugreview.com/with-elevated-offerings-drug-chains-can-own-beauty/\" target=\"_blank\">Chain Drug Review</a>.\r\n\r\nPhoto courtesy of <a href=\"http://www.entdigest.com/winning-a-sephora-gift-card/\" target=\"_blank\">entdigest.com</a>', 'With Elevated Offerings, Drug Chains Can Own Beauty', '', 'inherit', 'closed', 'closed', '', '2128-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2128, 'http://cbx.cappendev.com/2128-revision-v1', 0, 'revision', '', 0),
(3165, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<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>\r\nIn January, Rick Barrack asked you what logo most needed an overhaul. The answer? Sherwin-Williams. Here\'s his stab at a quick refresh.\r\n\r\n\"No, but seriously guys? Tell us how you REALLY feel!\" That was my first thought as I read the, how shall we say, rather assertively worded answers, comments, and tweets in response to the list of logos FastCoDesign posted as contenders in its \"Overdue for a Redesign\" competition. The responses were outstandingly entertaining, including:\r\n\r\n<strong>About Verizon:</strong>\r\n\r\n<em>Please put Verizon on the list. It\'s a hideous eyesore.\r\nAbsolutely, without a question, Verizon. A crime against design.</em>\r\n\r\n<strong>About Hallmark:</strong>\r\n\r\n<em>HALLMARK! That scripty font makes me nauseous.</em>\r\n\r\n<strong>About Kmart:</strong>\r\n\r\n<em>Kmart can just be renamed zombieland.</em>\r\n\r\nMuch to our surprise, while this blog suggested dozens of logos that suffered from a variety of ailments, the nearly unanimous choice for a \"Design-Me-Up\" makeover was the venerable, 150-year-old Sherwin-Williams Company of Cleveland, Ohio. First Lebron James, and now this. Tough year in Cleveland. Here\'s what people had to say:\r\n\r\nSherwin-Williams!! It looks like they\'re PRO-pollution of the environment as long as it\'s done with their paint.\r\n\r\nLet\'s go with Sherwin-Williams. As a design-related product there is no excuse.\r\n\r\nI gotta go with Sherwin Williams. Cover the earth...in paint?!? That\'s healthy.\r\n\r\nSherwin-Williams. In an age of oil spills, coating the earth with goop is a pretty ominous brand.\r\n\r\nThe Sherwin-Williams logo definitely needs an overhaul?cover the earth tag needs a re-fresh too!\r\n\r\nSherwin Williams\' is absolutely awful.\r\n\r\nRedesign the Sherwin-WIlliams logo. It\'s so dated!\r\n\r\nAsk for a redesign and you shall receive. So we got busy developing platforms, creating concepts, and identifying areas of opportunity to improve upon the current Sherwin-Williams logo.\r\n\r\nFirst, we isolated what we felt were the four key elements that make up the existing logo:\r\n\r\n- The \"SWP\" initials\r\n- The paint can\r\n- The pour/drip\r\n- Earth\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_equities_chart_rev2-B.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_equities_chart_rev2-B.jpg\" alt=\"\" title=\"SW_equities_chart_rev2-B\" width=\"600\" height=\"412\" class=\"alignnone size-full wp-image-581\" /></a>\r\n\r\nAnd how could we forget the ominous \"Cover the Earth\" tagline?\r\n\r\nThen we asked ourselves: Should we keep any, or all, of the current brand assets? Which ones should we evolve or revolutionize? What are the positives and negatives associated with each element?\r\n\r\nWe juxtaposed these assets on top of the company\'s mission statement?which appears right on their website\'s homepage?to see if there was an appreciable degree of harmony between the them.\r\n\r\nASK SHERWIN-WILLIAMS\r\nI would argue that the main axis around which Sherwin-Williams\'s business and positioning revolves around is customer service and expertise, or in other words, \"Come into one of our stores, ask one of our experts anything you want and they\'ll know what to do.\"\r\n\r\nIt\'s a very confident positioning, but one they can claim because:\r\n\r\na) They\'re relying on more than a hundred years worth of experience, an iconic status, and a pole position in the North American market.\r\n\r\nb) Sherwin-Williams paints are sold ONLY in Sherwin-Williams stores and nowhere else.\r\n\r\nThis means that if you walk into a Sherwin-Williams retail store, you can be absolutely certain that whoever you talk to will know everything there is to know about their products.\r\n\r\n\"No matter where you are in the world...\"\r\nEven though almost all of their nearly 4,000 retail stores are in the US, Sherwin-Williams products are readily available anywhere in the world (except, curiously, in most of Europe and all of Africa). This would also explain why arguably the most prominent feature of their logo is the Earth.\r\n\r\n\"[no matter]...what surfaces you\'re coating.\"\r\nThis speaks again to expertise, versatility, and a vast array of products.\r\n\r\nBasically, what they\'re saying is, \"No matter what you need to do that involves paint, Sherwin-Williams has something to help you achieve your goals.\" That would explain the can and the pouring paint elements of the logo.\r\n\r\n\"Sherwin-Williams provides innovative solutions to ensure your success.\"\r\nThis is standard corporate boilerplate, but this is also where the mission statement\'s connection with the identity completely falls apart, as you would NEVER associate \"innovative\" with the current, 150-year-old logo.\r\n\r\nAnd as many of you pointed out, the combination of the four key elements (initials, paint can, pour/drip and globe) strongly telegraphs negative connotations of heaviness, messiness, and pollution all wrapped in a hopeless and antiquated design. And the \"Cover the Earth\" tagline doesn\'t help matters one bit either.\r\n\r\nBut Sherwin-Williams is THE preeminent paint brand in America after all; far be it for us to suggest simply tossing out an iconic logo and starting from scratch. So what could we do to better reflect today\'s design sensibilities and make Sherwin-Williams more relevant to today\'s marketplace?\r\n\r\nTo arrive at our design, we listened to your feedback and explored a few different directions that emphasized a more inspirational and approachable perspective on paint while preserving the positive aspects of the current logo.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_paint_can_options_2.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_paint_can_options_2.jpg\" alt=\"\" title=\"SW_paint_can_options_2\" width=\"600\" height=\"551\" class=\"alignnone size-full wp-image-582\" /></a>\r\n\r\nExploration #1: SW Initials\r\nAn obvious starting point in evolving the current logo was to reinterpret the SWP initials as a signature written in paint.\r\n\r\nExploration #2: Paint Can\r\nWe then looked at the paint can. Since painting is, after all, is a creative exercise that ideally yields beautiful results, in this version we put a unique spin on the quintessential embodiment of beauty: a butterfly.\r\n\r\nExploration #3: Paint Drips\r\nThis direction substitutes the ecologically unsound toxic paint drips in the current logo with a more positive interpretation of the act of painting. The Jackson Pollock-like drips help reinforce the notion that painting is fun, liberating, and creative.\r\n\r\nExploration #4: Paint Swoosh\r\nSwoosh showcases \"the hand at work,\" and represents the personalization that is inherent in the act of painting.\r\n\r\nExploration #5A: The Earth\r\nThe visual of the Earth made up of paint chips speaks to the fact that Sherman-Williams products can be found around the world, as well as the empowerment that comes with having all these colors at your fingertips.\r\n\r\nExploration #5B: Paint Chips\r\nThe four previous explorations led us to the creation of two different visuals?one that shows the Earth made up of paint chips, and another in which paint chips emanate from the Earth\'s surface?that, when put together, resulted in our final logo design:\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_final_logo_1.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_final_logo_1.jpg\" alt=\"\" title=\"Print\" width=\"600\" height=\"421\" class=\"alignnone size-full wp-image-583\" /></a>\r\n\r\nWe believe that this new Sherwin Williams logo captures the positive aspects of painting?the freedom of expression, the sense of discovery and transformation, the personal and inspirational natures of painting, the act of creating, the lightness and brightness, and the empowerment of the painter?while removing, or at least de-emphasizing the messiness, imprecision, and anachronistic nature of the current logo.\r\n\r\n- We jettisoned the paint can (simply not innovative) and the dripping paint (messy, polluting, and downright scary/bloody!)\r\n- We kept the Earth to speak to comprehensive and expert service, but removed the allusion to continents to give it more contemporary, boundary-less, aspirational feeling.\r\n- We kept the longitudinal and latitudinal lines in a more abstract way, in turn creating a world made up of paint chips and making it a more relevant visual tie-in with how customers shop for paint. These white lines also lend a lightness to the overall look of the logo.\r\n- We added ?emanating\' paint chips to connote a sense of creative energy, empowerment, and excitement that comes with choosing a color and painting a room, as well as having the logo speak to the myriad possibilities that quality paint affords you.\r\n- By showing the spectrum of color, we are referencing customers\' palette options and their unique experience when choosing paint, bringing the paint experience back to the individual.\r\n\r\nWe also felt this new logo was a strong complement to the wonderfully artistic and dynamic ads the company has been running on television for the past several months?ads that have been very well received by consumers (just type in \"Sherwin Williams commercial\" on Twitter and see for yourself). The use of paint chips, the empowerment and freedom conveyed by the act of creation, the idea of creating your world?it\'s all present in these 60-second spots.\r\n\r\nLast but not least, we also threw in a new tagline, \"Color Your World.\" In this day of oil spills, global warming and pollution, that\'s a whole lot more positive, personal, and inspiring than \"Cover the Earth,\" donchya think?\r\n\r\nSo now that we\'ve lifted the drop cloth and unveiled our thoughts for a new logo, what do you think: Is it a \"stroke\" of genius, or should it be \"canned?\" And go gentle on us, boys and girls?it\'s always easier to give (criticism) than to receive!\r\n\r\n\r\n<a href=\"http://www.fastcodesign.com/1663585/you-asked-and-rick-answers-a-revamp-of-the-sherwin-williams-logo\" target=\"_blank\">http://www.fastcodesign.com/1663585/you-asked-and-rick-answers-a-revamp-of-the-sherwin-williams-logo\r\n</a>', 'You Asked, and Rick Answers: A Revamp Of the Sherwin-Williams Logo', '', 'inherit', 'closed', 'closed', '', '1554-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1554, 'http://cbx.cappendev.com/1554-revision-v1', 0, 'revision', '', 0),
(3166, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<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\nDear Johnson & Johnson,\r\n\r\nFor many years, I’ve depended on you to be there for my family and me. Your products are our staples: Your Band-Aids have helped mend scrapes; your Children’s Tylenol has brought fevers down; your baby shampoo has never caused a tear.\r\n\r\nI’ve been impressed with how you have consistently adhered to your company’s now-famous credo, crafted in 1943, that begins: “We believe that our first duty is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs, everything we do must be of high quality.” Your corporate actions and brands have always held the high ground.\r\n\r\nBut, J&J, I’ve been disappointed with the way you’ve handled the recalls of your products, as well as by some business dealings, in the past year. Little by little, your products disappeared from shelves—to be exact, there have been 22 product recalls, involving well over 300 million bottles of medicines, since September 2009—without so much as a peep out of you. (Most notably, OB Tampons went missing, only to return in April, more than six months later … without nary a statement as to why they’d been pulled in the first place.) I waited for explanations … silence.\r\n\r\nMeanwhile, I saw you in the news and at congressional hearings (like the one a few weeks ago in which you were fined $70 million for paying bribes to European doctors to use your devices.) Yikes. Needless to say, this behavior doesn’t reflect the J&J I know and love.\r\n\r\nThis silence has taken its toll. Lost revenue stemming from recalls and the lengthy closure of a plant in suburban Philadelphia reduced J&J’s 2010 sales by $900 million. In the fourth quarter, J&J posted a 12% profit decline and a 5.5% drop in sales.\r\n\r\nFortunately, it’s not too late for you to make things right. J&J has always been in the business of building and sustaining trust, and if you take your own medicine, this may just be a tiny blemish on your rock-solid reputation. To regain your footing , you just have to look at your own credo for guidance. I quote:\r\n\r\n<strong>We must be good citizens.</strong>\r\nJohnson & Johnson has always been good about apologizing in a timely manner for mistakes. (When Tylenol turned up tainted in 1982, you jumped into action, even when the tragedy wasn’t your fault. Now THAT was good citizenship.) Now, unfortunately, you’ve already let more than enough time pass between the recalls and a public statement. It’s time to say “sorry” to regain the trust of your consumers.\r\n\r\n<strong>Working conditions [must be] clean, orderly and safe.</strong>\r\nYour Fort Washington, Pennsylvania plant has been closed for almost a year. Now, there is talk that you will shut down your plant in Las Piedras, Puerto Rico. Once you fix the problems at your plants (or better yet, build state-of-the-art new ones), go one step further and show us what’s really going on behind the scenes by adopting a policy of complete openness. Install 24/7 webcams in your plants. Post updates via YouTube. Keep us informed through Twitter to demonstrate your commitment to making things better.\r\n\r\n<strong>Research must be carried on, innovative programs developed and mistakes paid for.</strong>\r\nIn recent months, Advil has tried to bank on Tylenol’s misfortune by launching a campaign, “Say Yes to Advil,” which is essentially encouraging people to, “Say No to Tylenol.” Show your customers and competitors you haven’t thrown in the towel. By continuing to create innovative new products (as well as bringing back your existing ones), you will show the public that you cannot be impeded by this blip on the radar, and that you are, and always will be, living up to your promises.\r\n\r\n<strong>We are responsible to our employees. We must respect their dignity and recognize their merit.</strong>\r\nIf you want your staff to live up to your company credo, then you have to respect their dignity and recognize their merit—even if that merit is warranted because they’ve called out imperfections within your own company. Stand by the people who are helping rebuild your company, stood by you in hard times, and even the ones who blew the whistle on you because they are ultimately helping you to live up to the high standards that you have set for yourself.\r\n\r\nIt’s never easy for a mother to discipline her child, and it pains me to have to adopt this tone with you, Johnson & Johnson. But tough love is sometimes required in tough times. By getting back to the words on which your company is built, I think you can find your way back.\r\n\r\nFull disclosure: In this article, the role of “Mom” was played by CBX’s managing partner, Gregg Lipman (an actual dad, who has spent enough time with his own mother and wife to dish out maternal wisdom—and who holds J&J in high enough regard to care). </p>', 'You Never Write, You Never Call: Some Advice from Mom to Johnson & Johnson', '', 'inherit', 'closed', 'closed', '', '1551-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1551, 'http://cbx.cappendev.com/1551-revision-v1', 0, 'revision', '', 0);
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(3167, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\r\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\r\n\r\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\r\n\r\n<strong>Extras Aren’t Extraneous</strong>\r\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\r\n\r\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\r\n\r\n<strong>Case Study:</strong> This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\r\n\r\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one <strong>(1)</strong>.\r\n\r\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\r\n\r\n<strong>Think “Universal” for Product Design</strong>\r\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use <strong>(2)</strong>. Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\r\n\r\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\r\n\r\n<strong>References</strong>\r\n<strong>1</strong> Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\r\n\r\n<strong>2</strong> The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\r\n\r\nOriginally published by <a href=\"http://www.bioprocessintl.com/2018/elucidation-your-brand-is-the-patients-experience/\">BioProcess International</a>', 'Your Brand Is the Patient’s Experience', '', 'inherit', 'closed', 'closed', '', '2306-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2306, 'http://cbx.cappendev.com/2306-revision-v1', 0, 'revision', '', 0),
(3168, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<strong>With Its New Brand-Consistent Graphics, Logo and Voice, the Twin Cities Nonprofit Is Better Able to Serve Homeless Youth, Executive Director Says</strong>\r\nWith the help of leading brand agency CBX, the Twin Cities nonprofit YouthLink has undergone the type of rebranding project normally reserved for savvy commercial clients such as General Mills, Best Buy or ConAgra.\r\n\r\n\"Already, the changes are helping YouthLink better serve homeless youth in the Twin Cities,\" said Dr. Heather Huseby, YouthLink\'s Executive Director. \"Our brand now stands out and is consistent and unique, which has helped us better communicate with clients, the media, other nonprofits and our donors and volunteers. CBX has helped us learn how to tell our story, and that can actually help us save lives.\"\r\n\r\nWinner of \"Nonprofit of the Year\" in 2013, YouthLink is known for its effort to empower homeless or otherwise disadvantaged youth from the Minneapolis-St. Paul region. Despite having a strong purpose, \"the brand was inconsistent and lacked a common visual and verbal voice across various communication channels prior to the branding exercise,\" said Nancy Brown, Managing Partner of CBX\'s Minneapolis office. The purpose of the redesign was to solve this problem by creating a new logo and unifying YouthLink\'s graphics, voice and messaging.\r\n\r\n\"Either you take a conscious approach to telling your story, or your story gets lost amid a sea of competing messages,\" Brown explained. \"In the commercial marketplace, having an inconsistent brand message is a major hindrance to clear communication with your intended audience. Smart nonprofits know this is true in their space as well.\"\r\n\r\nDuring the research phase of the project, CBX brand experts encouraged the whole organization to engage in a dialog about YouthLink\'s mission and messaging. This in turn helped guide and shape the rebranding effort, Dr. Huseby noted. \"It led to thoughtful conversations throughout our organization, including among the youth themselves,\" she said. \"Every nonprofit should go through this kind of process. It taught us to look inside of ourselves and ask who we really are.\"\r\n\r\n<span style=\"text-decoration: underline;\">About YouthLink</span>\r\nYouthLink builds healthy relationships with youth and the community to address youths\' urgent needs so that doors of opportunity are opened to futures of empowerment, connectedness, and self-reliance. They serve as a critical resource for homeless, precariously housed and marginalized young people ages 16 to 23 by providing a safe, supportive refuge where youth can find help meeting basic needs. You can find more information at <a href=\"www.youthlinkmn.org\" target=\"_blank\">www.youthlinkmn.org</a>.', 'YouthLink Rebrands With Help From Brand Agency CBX', '', 'inherit', 'closed', 'closed', '', '1981-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1981, 'http://cbx.cappendev.com/1981-revision-v1', 0, 'revision', '', 0),
(3169, 2, '2018-09-27 17:58:54', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:54', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3169', 0, 'work', '', 0),
(3170, 2, '2018-09-27 18:05:14', '2018-09-27 18:05:14', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em></p>\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\n&nbsp;\r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-autosave-v1', '', '', '2018-09-27 18:05:14', '2018-09-27 18:05:14', '', 2310, 'http://cbx.cappendev.com/2310-autosave-v1', 0, 'revision', '', 0),
(3171, 2, '2018-09-27 18:08:53', '2018-09-27 18:08:53', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em></p>\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\n&nbsp;\r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 18:08:53', '2018-09-27 18:08:53', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0),
(3172, 2, '2018-09-27 18:10:10', '2018-09-27 18:10:10', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em>\r\n\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a></p>\r\n<p style=\"text-align: center;\"><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 18:10:10', '2018-09-27 18:10:10', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0),
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(3175, 2, '2018-09-27 18:41:09', '2018-09-27 18:41:09', 'Quo voluptatem harum dolor eaque. Voluptatem quidem optio quam nulla dolor. Consequuntur molestias illo amet a beatae.\r\n\r\nNulla et recusandae voluptates possimus delectus. Id iste soluta et distinctio. Et et dignissimos qui dolor enim quia.\r\n\r\nOmnis expedita quia cumque nihil vel molestiae non. Maiores culpa aliquam cumque suscipit. Officia eum dolorem sint hic id reiciendis accusamus.\r\n\r\nVoluptate voluptas non facilis nam voluptas. Et accusamus rem iure non earum totam. Eos distinctio quia reiciendis ea repudiandae. Modi quibusdam aliquam rerum laboriosam aut quo eos alias.\r\n\r\nQui assumenda aut aut magnam qui doloribus. Consectetur assumenda ab labore fugiat. Amet id sunt est repudiandae explicabo et. Sapiente quasi adipisci quia excepturi quidem.\r\n\r\nQui aut quasi vel dolores suscipit. Consequatur officia doloremque quam recusandae. Ea nisi delectus soluta omnis recusandae soluta expedita.\r\n\r\nLaborum voluptatem rerum ut et doloribus. Alias pariatur unde commodi reprehenderit. Et ad et perspiciatis dicta consequatur assumenda libero. Et sit quia doloremque dolores est iure aut excepturi.\r\n\r\nEt repellendus vel expedita aut. Natus possimus et velit doloribus explicabo. Quaerat qui consequatur neque nobis. Autem non architecto mollitia rem.\r\n\r\nConsequuntur quaerat eos repellat. A vitae voluptatem et. Asperiores non placeat libero nisi eius blanditiis laudantium. Deserunt vero molestiae magnam quo ducimus voluptatem.\r\n\r\nUt qui consequatur sit error. Aut veniam voluptas asperiores ad ut. Ut quia earum minus consectetur ipsam est sunt.\r\n\r\nEsse qui vero ea sapiente unde beatae totam labore. Eius voluptatem facilis molestias illum incidunt non. Beatae fuga suscipit rerum et.\r\n\r\nSed dignissimos aut nulla voluptatibus. Qui neque distinctio alias alias. Dolorem itaque perspiciatis maiores voluptates.\r\n\r\nDucimus quas temporibus tenetur dolores. Nemo soluta et alias quisquam alias. Aliquid et aperiam a nihil ducimus repellat non. Dolorum eveniet nulla quia quis.\r\n\r\nSuscipit repellat voluptates quasi voluptas autem facere. Aut et aliquam sed praesentium ut fugiat nesciunt dolorem. Qui animi ducimus corrupti illum alias dolorum possimus. Quidem velit excepturi iste reiciendis.', 'Cupiditate et explicabo debitis voluptas', 'Eum et magni et quod velit minus et ut vero dolorem minus quia eligendi aperiam perferendis quae earum rerum dolores asperiores quia.\n\nVoluptas velit labore adipisci earum excepturi non et eum ipsum reprehenderit saepe possimus rerum aut possimus quidem nesciunt corrupti et error distinctio hic enim inventore est autem esse aspernatur labore et dolorem consequatur aut repellendus ipsa.', 'inherit', 'closed', 'closed', '', '80-revision-v1', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 80, 'http://cbx.cappendev.com/80-revision-v1', 0, 'revision', '', 0),
(3176, 2, '2018-09-27 19:02:45', '2018-09-27 19:02:45', '', 'Vannett', '', 'inherit', 'open', 'closed', '', 'vannett-4', '', '', '2018-09-27 19:02:45', '2018-09-27 19:02:45', '', 1496, 'http://cbx.cappendev.com/app/uploads/2018/09/Vannett-1.png', 0, 'attachment', 'image/png', 0),
(3177, 2, '2018-09-27 19:03:00', '2018-09-27 19:03:00', 'Vannett is an eagle-eyed insights analyst, trend spotter, and innovation junkie whose passion is the marriage of business strategy and design. Her ability to naturally create connections and identify strategic tensions has lead her to award-winning success in revitalizing heritage brands and creating new brands for both giant corporations and startups.\r\n\r\nVannett started her career in advertising, working on game-changing clients including Toyota, ConAgra Foods, and Google. She then transitioned exclusively into branding and has had resounding success solving complex business challenges. Her client list includes behemoths like Anheuser-Busch InBev, Diageo, Nestle, Unilever, Bayer, and Mars Chocolate, as well as small but mighty clients like Walker &amp; Company and 1Above.', 'Vannett', '', 'inherit', 'closed', 'closed', '', '1496-revision-v1', '', '', '2018-09-27 19:03:00', '2018-09-27 19:03:00', '', 1496, 'http://cbx.cappendev.com/1496-revision-v1', 0, 'revision', '', 0),
(3178, 2, '2018-09-27 19:05:47', '2018-09-27 19:05:47', '', 'Abby', '', 'inherit', 'open', 'closed', '', 'abby-3', '', '', '2018-09-27 19:05:47', '2018-09-27 19:05:47', '', 1462, 'http://cbx.cappendev.com/app/uploads/2018/09/Abby.png', 0, 'attachment', 'image/png', 0),
(3179, 2, '2018-09-27 19:07:10', '2018-09-27 19:07:10', 'As a Client Services Project Coordinator, Abby supports the team in every way that helps bring the client’s vision to life. She has developed strong project management skills and client relationships through working on brands such as Procter &amp; Gamble, J.M. Smucker, Pillsbury and National Geographic. Abby has an eye for detail and a passion for making a brand story sing through packaging, TV and social activation.\r\n\r\nAbby graduated from Bucknell University with a BSBA, majoring in Markets, Innovation and Design.', 'Abby', '', 'inherit', 'closed', 'closed', '', '1462-revision-v1', '', '', '2018-09-27 19:07:10', '2018-09-27 19:07:10', '', 1462, 'http://cbx.cappendev.com/1462-revision-v1', 0, 'revision', '', 0),
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(3182, 2, '2018-09-27 19:10:28', '2018-09-27 19:10:28', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food &amp; beverage, personal care, beauty, home goods, health &amp; wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'publish', 'open', 'open', '', 'adam', '', '', '2018-09-27 19:15:50', '2018-09-27 19:15:50', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3182', 57, 'team', '', 0),
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(3185, 2, '2018-09-27 19:10:28', '2018-09-27 19:10:28', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food &amp; beverage, personal care, beauty, home goods, health &amp; wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'inherit', 'closed', 'closed', '', '3182-revision-v1', '', '', '2018-09-27 19:10:28', '2018-09-27 19:10:28', '', 3182, 'http://cbx.cappendev.com/3182-revision-v1', 0, 'revision', '', 0),
(3186, 2, '2018-09-27 19:17:52', '2018-09-27 19:17:52', 'As Senior Client Services Manager, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do. At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.\r\n\r\nBefore coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS. She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert &amp; Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.\r\n\r\nAmanda graduated from St. Mary’s University with a double major in marketing &amp; entrepreneurial management.', 'Amanda', '', 'publish', 'open', 'open', '', 'amanda-2', '', '', '2018-09-27 19:18:06', '2018-09-27 19:18:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3186', 56, 'team', '', 0),
(3187, 2, '2018-09-27 19:15:50', '2018-09-27 19:15:50', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food &amp; beverage, personal care, beauty, home goods, health &amp; wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'inherit', 'closed', 'closed', '', '3182-revision-v1', '', '', '2018-09-27 19:15:50', '2018-09-27 19:15:50', '', 3182, 'http://cbx.cappendev.com/3182-revision-v1', 0, 'revision', '', 0),
(3188, 2, '2018-09-27 19:16:18', '2018-09-27 19:16:18', 'Blah blah blah', 'Samantha', '', 'inherit', 'closed', 'closed', '', '1533-revision-v1', '', '', '2018-09-27 19:16:18', '2018-09-27 19:16:18', '', 1533, 'http://cbx.cappendev.com/1533-revision-v1', 0, 'revision', '', 0),
(3189, 2, '2018-09-27 19:17:36', '2018-09-27 19:17:36', '', 'Amanda', '', 'inherit', 'open', 'closed', '', 'amanda-2', '', '', '2018-09-27 19:17:36', '2018-09-27 19:17:36', '', 3186, 'http://cbx.cappendev.com/app/uploads/2018/09/Amanda.png', 0, 'attachment', 'image/png', 0),
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(3191, 2, '2018-09-27 19:17:52', '2018-09-27 19:17:52', 'As Senior Client Services Manager, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do. At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.\r\n\r\nBefore coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS. She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert &amp; Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.\r\n\r\nAmanda graduated from St. Mary’s University with a double major in marketing &amp; entrepreneurial management.', 'Amanda', '', 'inherit', 'closed', 'closed', '', '3186-revision-v1', '', '', '2018-09-27 19:17:52', '2018-09-27 19:17:52', '', 3186, 'http://cbx.cappendev.com/3186-revision-v1', 0, 'revision', '', 0),
(3192, 2, '2018-09-27 19:19:26', '2018-09-27 19:19:26', 'As a Design Director at CBX, Audra conducts design explorations for brand identity, activation, and packaging projects. She sets the creative vision for projects through brand and design strategy that inspires and informs all 360 branding solutions. Audra taps into over 13 years of experience to bring a fresh perspective to all of her projects including Identity, strategy, packaging, innovation, environment, retail, and activation.\r\n\r\nPrior to joining CBX, Audra worked at Landor Associates as a Senior Designer, where she worked with clients including PepsiCo, Diageo, Cadbury and Procter &amp; Gamble to help revitalize brands through category breaking creative and strategic solutions.\r\n\r\nAudra holds a Bachelor of Fine Arts in Marketing and Design from SUNY Oneonta, and a Bachelor of Fine Arts degree in Packaging Design from the Fashion Institute of Technology.', 'Audra', '', 'publish', 'open', 'open', '', 'audra', '', '', '2018-09-27 19:19:36', '2018-09-27 19:19:36', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3192', 55, 'team', '', 0),
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(3195, 2, '2018-09-27 19:19:26', '2018-09-27 19:19:26', 'As a Design Director at CBX, Audra conducts design explorations for brand identity, activation, and packaging projects. She sets the creative vision for projects through brand and design strategy that inspires and informs all 360 branding solutions. Audra taps into over 13 years of experience to bring a fresh perspective to all of her projects including Identity, strategy, packaging, innovation, environment, retail, and activation.\r\n\r\nPrior to joining CBX, Audra worked at Landor Associates as a Senior Designer, where she worked with clients including PepsiCo, Diageo, Cadbury and Procter &amp; Gamble to help revitalize brands through category breaking creative and strategic solutions.\r\n\r\nAudra holds a Bachelor of Fine Arts in Marketing and Design from SUNY Oneonta, and a Bachelor of Fine Arts degree in Packaging Design from the Fashion Institute of Technology.', 'Audra', '', 'inherit', 'closed', 'closed', '', '3192-revision-v1', '', '', '2018-09-27 19:19:26', '2018-09-27 19:19:26', '', 3192, 'http://cbx.cappendev.com/3192-revision-v1', 0, 'revision', '', 0),
(3196, 2, '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 'Bill', '', 'publish', 'open', 'open', '', 'bill', '', '', '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3196', 54, 'team', '', 0),
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(3198, 2, '2018-09-27 19:20:34', '2018-09-27 19:20:34', '', 'headshots__0006_Bill', '', 'inherit', 'open', 'closed', '', 'headshots__0006_bill', '', '', '2018-09-27 19:20:34', '2018-09-27 19:20:34', '', 3196, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0006_Bill.jpg', 0, 'attachment', 'image/jpeg', 0),
(3199, 2, '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 'Bill', '', 'inherit', 'closed', 'closed', '', '3196-revision-v1', '', '', '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 3196, 'http://cbx.cappendev.com/3196-revision-v1', 0, 'revision', '', 0),
(3200, 2, '2018-09-27 19:22:49', '2018-09-27 19:22:49', '', 'Bill', '', 'publish', 'open', 'open', '', 'bill-2', '', '', '2018-09-27 19:22:49', '2018-09-27 19:22:49', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3200', 53, 'team', '', 0),
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(3210, 2, '2018-09-27 19:26:35', '2018-09-27 19:26:35', '', 'headshots__0009_Brenden', '', 'inherit', 'open', 'closed', '', 'headshots__0009_brenden', '', '', '2018-09-27 19:26:35', '2018-09-27 19:26:35', '', 3208, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0009_Brenden.jpg', 0, 'attachment', 'image/jpeg', 0),
(3211, 2, '2018-09-27 19:26:52', '2018-09-27 19:26:52', '', 'Brendan', '', 'inherit', 'closed', 'closed', '', '3208-revision-v1', '', '', '2018-09-27 19:26:52', '2018-09-27 19:26:52', '', 3208, 'http://cbx.cappendev.com/3208-revision-v1', 0, 'revision', '', 0),
(3212, 2, '2018-09-27 19:30:34', '2018-09-27 19:30:34', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning,  value, delight and change.\r\n\r\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities,  and building stakeholder consensus through dialogue, Brian has delivered value to a variety of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\r\n\r\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'publish', 'open', 'open', '', 'brian', '', '', '2018-09-27 19:31:39', '2018-09-27 19:31:39', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3212', 50, 'team', '', 0),
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(3214, 2, '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 'Here comes the sun,<br> little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0),
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(3216, 2, '2018-09-27 19:30:34', '2018-09-27 19:30:34', '', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-revision-v1', '', '', '2018-09-27 19:30:34', '2018-09-27 19:30:34', '', 3212, 'http://cbx.cappendev.com/3212-revision-v1', 0, 'revision', '', 0),
(3217, 2, '2018-09-27 19:31:35', '2018-09-27 19:31:35', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning,  value, delight and change.\n\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities,  and building stakeholder consensus through dialogue, Brian has delivered value to a variety of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\n\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-autosave-v1', '', '', '2018-09-27 19:31:35', '2018-09-27 19:31:35', '', 3212, 'http://cbx.cappendev.com/3212-autosave-v1', 0, 'revision', '', 0),
(3218, 2, '2018-09-27 19:31:39', '2018-09-27 19:31:39', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning,  value, delight and change.\r\n\r\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities,  and building stakeholder consensus through dialogue, Brian has delivered value to a variety of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\r\n\r\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-revision-v1', '', '', '2018-09-27 19:31:39', '2018-09-27 19:31:39', '', 3212, 'http://cbx.cappendev.com/3212-revision-v1', 0, 'revision', '', 0),
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(3228, 2, '2018-09-27 19:36:05', '2018-09-27 19:36:05', 'As a Design Director for CBX, Chad has helped to reshape and invigorate iconic brands from private label to numerous national brands.\r\n\r\nChad has over 15 years of experience in the industry. Before joining CBX, Chad was a senior design director for the packaging and branding firm BAKER as well as design director of retail and packaging for the Minnesota based agency Periscope.\r\nFor almost 15 years Chad has been designing as well as directing projects for various industry leaders such as Nabisco, Milkbone, Kraft, Smuckers, Best Buy, Walgreens, SuperValu, McCormick and General Mills.\r\n\r\nChad Graduated from the University of Wisconsin-Stout with a BFA degree.', 'Chad', '', 'publish', 'open', 'open', '', 'chad', '', '', '2018-09-27 19:36:05', '2018-09-27 19:36:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3228', 47, 'team', '', 0),
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(3232, 2, '2018-09-27 19:36:05', '2018-09-27 19:36:05', 'As a Design Director for CBX, Chad has helped to reshape and invigorate iconic brands from private label to numerous national brands.\r\n\r\nChad has over 15 years of experience in the industry. Before joining CBX, Chad was a senior design director for the packaging and branding firm BAKER as well as design director of retail and packaging for the Minnesota based agency Periscope.\r\nFor almost 15 years Chad has been designing as well as directing projects for various industry leaders such as Nabisco, Milkbone, Kraft, Smuckers, Best Buy, Walgreens, SuperValu, McCormick and General Mills.\r\n\r\nChad Graduated from the University of Wisconsin-Stout with a BFA degree.', 'Chad', '', 'inherit', 'closed', 'closed', '', '3228-revision-v1', '', '', '2018-09-27 19:36:05', '2018-09-27 19:36:05', '', 3228, 'http://cbx.cappendev.com/3228-revision-v1', 0, 'revision', '', 0),
(3233, 2, '2018-09-27 19:37:06', '2018-09-27 19:37:06', 'Chris is an Associative Creative Director at CBX, bringing with him a broad range of experience and expertise in design, advertising and innovation.\r\n\r\nIn his 15+ year career, Chris has created award winning global design campaigns and product innovations for many top Fortune 500 companies including; AB InBev, Coca Cola, PepsiCo, Nike, Diageo, Converse, Nestle and P&amp;G. With a focus on strategic design, Chris is constantly challenging himself and his clients to think multi-dimensionally.\r\n\r\nChris is passionate about brands that are fearless and not afraid show some personality. He believes that design has the unlimited power to shape ideas, create excitement and drive business. He is also a frequent judge in The New York Festivals and a speaker at global brand conferences.', 'Chris', '', 'publish', 'open', 'open', '', 'chris', '', '', '2018-09-27 19:37:31', '2018-09-27 19:37:31', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3233', 46, 'team', '', 0),
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(3235, 2, '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 'Here comes the sun,<br> little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0),
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(3237, 2, '2018-09-27 19:37:06', '2018-09-27 19:37:06', '', 'Chris', '', 'inherit', 'closed', 'closed', '', '3233-revision-v1', '', '', '2018-09-27 19:37:06', '2018-09-27 19:37:06', '', 3233, 'http://cbx.cappendev.com/3233-revision-v1', 0, 'revision', '', 0),
(3238, 2, '2018-09-27 19:37:31', '2018-09-27 19:37:31', 'Chris is an Associative Creative Director at CBX, bringing with him a broad range of experience and expertise in design, advertising and innovation.\r\n\r\nIn his 15+ year career, Chris has created award winning global design campaigns and product innovations for many top Fortune 500 companies including; AB InBev, Coca Cola, PepsiCo, Nike, Diageo, Converse, Nestle and P&amp;G. With a focus on strategic design, Chris is constantly challenging himself and his clients to think multi-dimensionally.\r\n\r\nChris is passionate about brands that are fearless and not afraid show some personality. He believes that design has the unlimited power to shape ideas, create excitement and drive business. He is also a frequent judge in The New York Festivals and a speaker at global brand conferences.', 'Chris', '', 'inherit', 'closed', 'closed', '', '3233-revision-v1', '', '', '2018-09-27 19:37:31', '2018-09-27 19:37:31', '', 3233, 'http://cbx.cappendev.com/3233-revision-v1', 0, 'revision', '', 0),
(3239, 2, '2018-09-27 19:39:09', '2018-09-27 19:39:09', 'At CBX, Christina develops innovation and brand strategies that align to real world experience. With a firm belief that brands are extensions of ourselves, Christina has spent her career understanding people and culture to create relevant marketing strategies that marry business objectives with consumer needs.\r\n\r\nPrior to joining CBX, Christina was director of insights at Interbrand, where she worked on global branding initiatives for Victoria’s Secret, JCPenney and AT&amp;T. She also spent several years as director and partner at Toniq, and was responsible for marketing and creative strategies at Gillette, Colgate-Palmolive and PepsiCo.\r\n\r\nChristina graduated with an MA from The New School University in media studies and a BA in journalism from the University of Massachusetts.', 'Christina', '', 'publish', 'open', 'open', '', 'christina', '', '', '2018-09-27 19:39:09', '2018-09-27 19:39:09', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3239', 45, 'team', '', 0),
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(3242, 2, '2018-09-27 19:39:09', '2018-09-27 19:39:09', 'At CBX, Christina develops innovation and brand strategies that align to real world experience. With a firm belief that brands are extensions of ourselves, Christina has spent her career understanding people and culture to create relevant marketing strategies that marry business objectives with consumer needs.\r\n\r\nPrior to joining CBX, Christina was director of insights at Interbrand, where she worked on global branding initiatives for Victoria’s Secret, JCPenney and AT&amp;T. She also spent several years as director and partner at Toniq, and was responsible for marketing and creative strategies at Gillette, Colgate-Palmolive and PepsiCo.\r\n\r\nChristina graduated with an MA from The New School University in media studies and a BA in journalism from the University of Massachusetts.', 'Christina', '', 'inherit', 'closed', 'closed', '', '3239-revision-v1', '', '', '2018-09-27 19:39:09', '2018-09-27 19:39:09', '', 3239, 'http://cbx.cappendev.com/3239-revision-v1', 0, 'revision', '', 0),
(3243, 2, '2018-09-27 19:40:18', '2018-09-27 19:40:18', 'Damien is Engagement Director at CBX with over 10 years working in Business Development, Marketing and Branding roles. Prior to joining CBX, Damien was Head of Business Development for NYC based branding agency Red Peak. In a continually evolving and dynamic marketing landscape, Damien appreciates and understands the importance of a holistic brand approach in order for brands to connect and gain affinity with their audiences.\r\n\r\nDamien moved to NYC early 2015 in order to further grow his international branding experience having spent 7 years living in London and working at Interbrand, FutureBrand and AEG Worldwide. Originally from Brighton in the UK and half French, Damien considers himself to be well cultured individual having lived in Paris and travelled much of the world.\r\n\r\nDamien graduated from The University of Birmingham with a BA in French and Business Studies and is a passionate skier, cyclist and gym goer.', 'Damien', '', 'publish', 'open', 'open', '', 'damien', '', '', '2018-09-27 19:40:18', '2018-09-27 19:40:18', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3243', 44, 'team', '', 0),
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(3245, 2, '2018-09-27 19:39:48', '2018-09-27 19:39:48', '', 'headshots__0017_Damien', '', 'inherit', 'open', 'closed', '', 'headshots__0017_damien', '', '', '2018-09-27 19:39:48', '2018-09-27 19:39:48', '', 3243, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0017_Damien.jpg', 0, 'attachment', 'image/jpeg', 0),
(3246, 2, '2018-09-27 19:40:18', '2018-09-27 19:40:18', 'Damien is Engagement Director at CBX with over 10 years working in Business Development, Marketing and Branding roles. Prior to joining CBX, Damien was Head of Business Development for NYC based branding agency Red Peak. In a continually evolving and dynamic marketing landscape, Damien appreciates and understands the importance of a holistic brand approach in order for brands to connect and gain affinity with their audiences.\r\n\r\nDamien moved to NYC early 2015 in order to further grow his international branding experience having spent 7 years living in London and working at Interbrand, FutureBrand and AEG Worldwide. Originally from Brighton in the UK and half French, Damien considers himself to be well cultured individual having lived in Paris and travelled much of the world.\r\n\r\nDamien graduated from The University of Birmingham with a BA in French and Business Studies and is a passionate skier, cyclist and gym goer.', 'Damien', '', 'inherit', 'closed', 'closed', '', '3243-revision-v1', '', '', '2018-09-27 19:40:18', '2018-09-27 19:40:18', '', 3243, 'http://cbx.cappendev.com/3243-revision-v1', 0, 'revision', '', 0),
(3247, 2, '2018-09-27 19:42:01', '2018-09-27 19:42:01', 'As a Design Manager for CBX, Dan oversees and crafts the creative look for private brands and retailers, with a broad list of clients including Wal-Mart and Kroger.\r\n\r\nA native of Cincinnati with a BFA from Miami University, Dan has over 20 years of design industry experience, intermixing private brand and national brand work. Dan has honed his creative talents in Chicago, Cincinnati, Minneapolis, and St. Louis, venturing from both agency side to client side. His previous positions include Art Director for the in-house creative team at Sara Lee Food &amp; Beverage and Art Director of Packaging and Retail for the St. Louis design firm Propaganda. Prior to joining CBX, Dan led the package design output at the Minneapolis creative agency Periscope for Target’s up&amp;up brand and Walgreens\' personal care and health and wellness brands\r\n\r\nDan’s design expertise has been used by Google, The Dial Corporation, Sara Lee, Cargill, Schwan\'s Company, Sherwin-Williams, Walgreens, Target, General Mills, S.C. Johnson, Welch\'s and Best Buy.', 'Dan', '', 'publish', 'open', 'open', '', 'dan', '', '', '2018-09-27 19:42:01', '2018-09-27 19:42:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3247', 43, 'team', '', 0),
(3248, 2, '2018-09-27 19:41:21', '2018-09-27 19:41:21', '', 'Dan', '', 'inherit', 'open', 'closed', '', 'dan', '', '', '2018-09-27 19:41:21', '2018-09-27 19:41:21', '', 3247, 'http://cbx.cappendev.com/app/uploads/2018/09/Dan.png', 0, 'attachment', 'image/png', 0),
(3249, 2, '2018-09-27 19:41:31', '2018-09-27 19:41:31', '', 'headshots__0018_Dan', '', 'inherit', 'open', 'closed', '', 'headshots__0018_dan', '', '', '2018-09-27 19:41:31', '2018-09-27 19:41:31', '', 3247, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0018_Dan.jpg', 0, 'attachment', 'image/jpeg', 0),
(3250, 2, '2018-09-27 19:42:01', '2018-09-27 19:42:01', 'As a Design Manager for CBX, Dan oversees and crafts the creative look for private brands and retailers, with a broad list of clients including Wal-Mart and Kroger.\r\n\r\nA native of Cincinnati with a BFA from Miami University, Dan has over 20 years of design industry experience, intermixing private brand and national brand work. Dan has honed his creative talents in Chicago, Cincinnati, Minneapolis, and St. Louis, venturing from both agency side to client side. His previous positions include Art Director for the in-house creative team at Sara Lee Food &amp; Beverage and Art Director of Packaging and Retail for the St. Louis design firm Propaganda. Prior to joining CBX, Dan led the package design output at the Minneapolis creative agency Periscope for Target’s up&amp;up brand and Walgreens\' personal care and health and wellness brands\r\n\r\nDan’s design expertise has been used by Google, The Dial Corporation, Sara Lee, Cargill, Schwan\'s Company, Sherwin-Williams, Walgreens, Target, General Mills, S.C. Johnson, Welch\'s and Best Buy.', 'Dan', '', 'inherit', 'closed', 'closed', '', '3247-revision-v1', '', '', '2018-09-27 19:42:01', '2018-09-27 19:42:01', '', 3247, 'http://cbx.cappendev.com/3247-revision-v1', 0, 'revision', '', 0),
(3251, 2, '2018-09-27 19:44:06', '2018-09-27 19:44:06', 'As Senior Client Manager, Dave is responsible for day-to-day client relationship and project\r\nmanagement for both retailer and CPG brands including Keurig-Dr Pepper, Wakefern Food Corp, Seneca and Lavazza. With extensive experience in project management, collaboration and execution, Dave is a proven solutions-based thinker &amp; problem-solver.\r\n\r\nHe successfully lead the redesign initiative for Giant Eagle, a PA based retailer and their 3 brands across several thousand items. Before pivoting to brand design &amp; development and joining CBX, Dave began his career in Video &amp; TV Production. A previous passion project, a post-hurricane Haiti relief documentary entitled “Unbreakable: Hope and Healing in Haiti,” won the Miami International Film Festival in 2014 for Most Inspirational Documentary.\r\n\r\nDave is a Providence College Graduate where he studied Global Studies Humanities with a European\r\nConcentration, is a diehard Green Bay Packers (part-owner!) and New York Yankees fan, a goofball and\r\nand a huge cinephile.', 'Dave', '', 'publish', 'open', 'open', '', 'dave', '', '', '2018-09-27 19:44:06', '2018-09-27 19:44:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3251', 42, 'team', '', 0),
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(3253, 2, '2018-09-27 19:42:16', '2018-09-27 19:42:16', '', 'Here comes the sun,<br> little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:42:16', '2018-09-27 19:42:16', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0),
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(3256, 2, '2018-09-27 19:44:06', '2018-09-27 19:44:06', 'As Senior Client Manager, Dave is responsible for day-to-day client relationship and project\r\nmanagement for both retailer and CPG brands including Keurig-Dr Pepper, Wakefern Food Corp, Seneca and Lavazza. With extensive experience in project management, collaboration and execution, Dave is a proven solutions-based thinker &amp; problem-solver.\r\n\r\nHe successfully lead the redesign initiative for Giant Eagle, a PA based retailer and their 3 brands across several thousand items. Before pivoting to brand design &amp; development and joining CBX, Dave began his career in Video &amp; TV Production. A previous passion project, a post-hurricane Haiti relief documentary entitled “Unbreakable: Hope and Healing in Haiti,” won the Miami International Film Festival in 2014 for Most Inspirational Documentary.\r\n\r\nDave is a Providence College Graduate where he studied Global Studies Humanities with a European\r\nConcentration, is a diehard Green Bay Packers (part-owner!) and New York Yankees fan, a goofball and\r\nand a huge cinephile.', 'Dave', '', 'inherit', 'closed', 'closed', '', '3251-revision-v1', '', '', '2018-09-27 19:44:06', '2018-09-27 19:44:06', '', 3251, 'http://cbx.cappendev.com/3251-revision-v1', 0, 'revision', '', 0),
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(3260, 2, '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 'Don', '', 'inherit', 'closed', 'closed', '', '3257-revision-v1', '', '', '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 3257, 'http://cbx.cappendev.com/3257-revision-v1', 0, 'revision', '', 0),
(3261, 2, '2018-09-27 19:46:30', '2018-09-27 19:46:30', 'As Chief Marketing &amp; Strategy Officer at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.\r\n\r\nFor over ten years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a Senior Strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program and holds an MBA from Columbia Business School.', 'Dustin', '', 'publish', 'open', 'open', '', 'dustin', '', '', '2018-09-27 19:46:30', '2018-09-27 19:46:30', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3261', 40, 'team', '', 0),
(3262, 2, '2018-09-27 19:46:12', '2018-09-27 19:46:12', '', 'Dustin', '', 'inherit', 'open', 'closed', '', 'dustin', '', '', '2018-09-27 19:46:12', '2018-09-27 19:46:12', '', 3261, 'http://cbx.cappendev.com/app/uploads/2018/09/Dustin.png', 0, 'attachment', 'image/png', 0),
(3263, 2, '2018-09-27 19:46:20', '2018-09-27 19:46:20', '', 'headshots__0021_Dustin', '', 'inherit', 'open', 'closed', '', 'headshots__0021_dustin', '', '', '2018-09-27 19:46:20', '2018-09-27 19:46:20', '', 3261, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0021_Dustin.jpg', 0, 'attachment', 'image/jpeg', 0),
(3264, 2, '2018-09-27 19:46:30', '2018-09-27 19:46:30', 'As Chief Marketing &amp; Strategy Officer at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.\r\n\r\nFor over ten years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a Senior Strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program and holds an MBA from Columbia Business School.', 'Dustin', '', 'inherit', 'closed', 'closed', '', '3261-revision-v1', '', '', '2018-09-27 19:46:30', '2018-09-27 19:46:30', '', 3261, 'http://cbx.cappendev.com/3261-revision-v1', 0, 'revision', '', 0),
(3265, 2, '2018-09-27 19:47:33', '2018-09-27 19:47:33', 'Beginning his time at CBX as a client services intern, Eric proved himself through his successful projects, advancing to his current role as Project Coordinator. In his current role he assists the Client Services team on day-to-day activities to ensure smooth client relationships and delivery of work.\r\n\r\nEric is a recent graduate of the University of Maryland where he studied marketing and gender/sexuality theory. He also has graphic design and event planning experience.\r\n\r\nOutside of the office, Eric enjoys getting in touch with his creative side through pottery making.', 'Eric', '', 'publish', 'open', 'open', '', 'eric', '', '', '2018-09-27 19:47:33', '2018-09-27 19:47:33', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3265', 39, 'team', '', 0),
(3266, 2, '2018-09-27 19:46:51', '2018-09-27 19:46:51', '', 'Eric', '', 'inherit', 'open', 'closed', '', 'eric', '', '', '2018-09-27 19:46:51', '2018-09-27 19:46:51', '', 3265, 'http://cbx.cappendev.com/app/uploads/2018/09/Eric.png', 0, 'attachment', 'image/png', 0),
(3267, 2, '2018-09-27 19:47:24', '2018-09-27 19:47:24', '', 'headshots__0022_Eric', '', 'inherit', 'open', 'closed', '', 'headshots__0022_eric', '', '', '2018-09-27 19:47:24', '2018-09-27 19:47:24', '', 3265, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0022_Eric.jpg', 0, 'attachment', 'image/jpeg', 0),
(3268, 2, '2018-09-27 19:47:33', '2018-09-27 19:47:33', 'Beginning his time at CBX as a client services intern, Eric proved himself through his successful projects, advancing to his current role as Project Coordinator. In his current role he assists the Client Services team on day-to-day activities to ensure smooth client relationships and delivery of work.\r\n\r\nEric is a recent graduate of the University of Maryland where he studied marketing and gender/sexuality theory. He also has graphic design and event planning experience.\r\n\r\nOutside of the office, Eric enjoys getting in touch with his creative side through pottery making.', 'Eric', '', 'inherit', 'closed', 'closed', '', '3265-revision-v1', '', '', '2018-09-27 19:47:33', '2018-09-27 19:47:33', '', 3265, 'http://cbx.cappendev.com/3265-revision-v1', 0, 'revision', '', 0),
(3269, 2, '2018-09-27 19:49:06', '2018-09-27 19:49:06', 'As a creative thinker and a firm believer that the devil is in the details, Galen always brings a fresh perspective to the table as an Associate Strategist at CBX. He began his branding career as a CBX Client Services Intern, but quickly rose through the ranks: first as a Project Coordinator, then as a Client Manager, and now as an Associate Strategist. Galen’s unrelenting work ethic, eye for design detail, and understanding of a brand’s symbiotic relationship with culture and people compel him to consistently deliver the best possible product for his clients.\r\n\r\nGalen has worked with top brands in the industry including Kleenex, PepsiCo, Burt’s Bees, Depends, Poise, Mission Foods, Medtronic, and Merck.\r\n\r\nHe graduated from Bucknell University where he earned a BS in Business Administration, with a focus in Markets, Innovation, and Design.', 'Galen', '', 'publish', 'open', 'open', '', 'galen', '', '', '2018-09-27 19:49:06', '2018-09-27 19:49:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3269', 38, 'team', '', 0),
(3270, 2, '2018-09-27 19:48:09', '2018-09-27 19:48:09', '', 'Galen', '', 'inherit', 'open', 'closed', '', 'galen', '', '', '2018-09-27 19:48:09', '2018-09-27 19:48:09', '', 3269, 'http://cbx.cappendev.com/app/uploads/2018/09/Galen.png', 0, 'attachment', 'image/png', 0),
(3271, 2, '2018-09-27 19:48:32', '2018-09-27 19:48:32', '', 'headshots__0023_Galen', '', 'inherit', 'open', 'closed', '', 'headshots__0023_galen', '', '', '2018-09-27 19:48:32', '2018-09-27 19:48:32', '', 3269, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0023_Galen.jpg', 0, 'attachment', 'image/jpeg', 0),
(3272, 2, '2018-09-27 19:49:06', '2018-09-27 19:49:06', 'As a creative thinker and a firm believer that the devil is in the details, Galen always brings a fresh perspective to the table as an Associate Strategist at CBX. He began his branding career as a CBX Client Services Intern, but quickly rose through the ranks: first as a Project Coordinator, then as a Client Manager, and now as an Associate Strategist. Galen’s unrelenting work ethic, eye for design detail, and understanding of a brand’s symbiotic relationship with culture and people compel him to consistently deliver the best possible product for his clients.\r\n\r\nGalen has worked with top brands in the industry including Kleenex, PepsiCo, Burt’s Bees, Depends, Poise, Mission Foods, Medtronic, and Merck.\r\n\r\nHe graduated from Bucknell University where he earned a BS in Business Administration, with a focus in Markets, Innovation, and Design.', 'Galen', '', 'inherit', 'closed', 'closed', '', '3269-revision-v1', '', '', '2018-09-27 19:49:06', '2018-09-27 19:49:06', '', 3269, 'http://cbx.cappendev.com/3269-revision-v1', 0, 'revision', '', 0),
(3273, 2, '2018-09-27 19:50:08', '2018-09-27 19:50:08', 'Gregg is a founding partner of CBX and responsible for the overall direction and management of its New York office. Gregg provides big-picture insight to client projects and ensures that the team is meeting and exceeding project objectives. Gregg helped form CBX after recognizing that an opportunity existed to launch an agency that delivered top-notch creative thinking paired with superior service.\r\n\r\nPrior to becoming a founding partner at CBX, Gregg’s previous roles include stints as executive vice president of account services at FutureBrand, and senior account manager at Deskey Associates.\r\nGregg has over 20 years of consumer branding experience, and has worked with such clients as Reckitt Benckiser, General Mills, Seagram’s, Johnson &amp; Johnson, PepsiCo and Frito-Lay.\r\n\r\nGregg graduated from Rutgers University with a BA in marketing and fine arts.', 'Gregg', '', 'publish', 'open', 'open', '', 'gregg', '', '', '2018-09-28 22:24:48', '2018-09-28 22:24:48', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3273', 3, 'team', '', 0),
(3274, 2, '2018-09-27 19:49:49', '2018-09-27 19:49:49', '', 'Gregg', '', 'inherit', 'open', 'closed', '', 'gregg', '', '', '2018-09-27 19:49:49', '2018-09-27 19:49:49', '', 3273, 'http://cbx.cappendev.com/app/uploads/2018/09/Gregg.png', 0, 'attachment', 'image/png', 0),
(3275, 2, '2018-09-27 19:50:02', '2018-09-27 19:50:02', '', 'headshots__0024_Gregg', '', 'inherit', 'open', 'closed', '', 'headshots__0024_gregg', '', '', '2018-09-27 19:50:02', '2018-09-27 19:50:02', '', 3273, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0024_Gregg.jpg', 0, 'attachment', 'image/jpeg', 0),
(3276, 2, '2018-09-27 19:50:08', '2018-09-27 19:50:08', 'Gregg is a founding partner of CBX and responsible for the overall direction and management of its New York office. Gregg provides big-picture insight to client projects and ensures that the team is meeting and exceeding project objectives. Gregg helped form CBX after recognizing that an opportunity existed to launch an agency that delivered top-notch creative thinking paired with superior service.\r\n\r\nPrior to becoming a founding partner at CBX, Gregg’s previous roles include stints as executive vice president of account services at FutureBrand, and senior account manager at Deskey Associates.\r\nGregg has over 20 years of consumer branding experience, and has worked with such clients as Reckitt Benckiser, General Mills, Seagram’s, Johnson &amp; Johnson, PepsiCo and Frito-Lay.\r\n\r\nGregg graduated from Rutgers University with a BA in marketing and fine arts.', 'Gregg', '', 'inherit', 'closed', 'closed', '', '3273-revision-v1', '', '', '2018-09-27 19:50:08', '2018-09-27 19:50:08', '', 3273, 'http://cbx.cappendev.com/3273-revision-v1', 0, 'revision', '', 0),
(3277, 2, '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 'Hussain', '', 'publish', 'open', 'open', '', 'hussain', '', '', '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3277', 37, 'team', '', 0),
(3278, 2, '2018-09-27 19:50:51', '2018-09-27 19:50:51', '', 'Hussain', '', 'inherit', 'open', 'closed', '', 'hussain', '', '', '2018-09-27 19:50:51', '2018-09-27 19:50:51', '', 3277, 'http://cbx.cappendev.com/app/uploads/2018/09/Hussain.png', 0, 'attachment', 'image/png', 0),
(3279, 2, '2018-09-27 19:51:01', '2018-09-27 19:51:01', '', 'headshots__0025_Hussain', '', 'inherit', 'open', 'closed', '', 'headshots__0025_hussain', '', '', '2018-09-27 19:51:01', '2018-09-27 19:51:01', '', 3277, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0025_Hussain.jpg', 0, 'attachment', 'image/jpeg', 0),
(3280, 2, '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 'Hussain', '', 'inherit', 'closed', 'closed', '', '3277-revision-v1', '', '', '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 3277, 'http://cbx.cappendev.com/3277-revision-v1', 0, 'revision', '', 0),
(3281, 2, '2018-09-27 19:52:56', '2018-09-27 19:52:56', 'As Chief Financial Officer at CBX, James is responsible for the overall financial strategy and direction at CBX.\r\n\r\nBefore starting his role at CBX, James spent 11 years working in the advertising industry, most recently as a CFO for HL Group Partners. Prior to that he spent 8 years in public accounting.\r\n\r\nOutside of work, James loves traveling back home to South Africa and enjoys football (of the English variety) and tennis.', 'James', '', 'publish', 'open', 'open', '', 'james', '', '', '2018-10-01 13:08:05', '2018-10-01 13:08:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3281', 36, 'team', '', 0),
(3282, 2, '2018-09-27 19:51:46', '2018-09-27 19:51:46', '', 'James', '', 'inherit', 'open', 'closed', '', 'james', '', '', '2018-09-27 19:51:46', '2018-09-27 19:51:46', '', 3281, 'http://cbx.cappendev.com/app/uploads/2018/09/James.png', 0, 'attachment', 'image/png', 0),
(3283, 2, '2018-09-27 19:51:58', '2018-09-27 19:51:58', '', 'headshots__0026_James', '', 'inherit', 'open', 'closed', '', 'headshots__0026_james', '', '', '2018-09-27 19:51:58', '2018-09-27 19:51:58', '', 3281, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0026_James.jpg', 0, 'attachment', 'image/jpeg', 0),
(3284, 2, '2018-09-27 19:52:56', '2018-09-27 19:52:56', 'As Chief Financial Officer at CBX, James is responsible for the overall financial strategy and direction at CBX.\r\n\r\nBefore starting his role at CBX, James spent 11 years working in the advertising industry, most recently as a CFO for HL Group Partners. Prior to that he spent 8 years in public accounting.\r\n\r\nOutside of work, James loves traveling back home to South Africa and enjoys football (of the English variety) and tennis.', 'James', '', 'inherit', 'closed', 'closed', '', '3281-revision-v1', '', '', '2018-09-27 19:52:56', '2018-09-27 19:52:56', '', 3281, 'http://cbx.cappendev.com/3281-revision-v1', 0, 'revision', '', 0),
(3285, 2, '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 'Jamie', '', 'publish', 'open', 'open', '', 'jamie', '', '', '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3285', 35, 'team', '', 0),
(3286, 2, '2018-09-27 19:56:53', '2018-09-27 19:56:53', '', 'Jamie', '', 'inherit', 'open', 'closed', '', 'jamie', '', '', '2018-09-27 19:56:53', '2018-09-27 19:56:53', '', 3285, 'http://cbx.cappendev.com/app/uploads/2018/09/Jamie.png', 0, 'attachment', 'image/png', 0),
(3287, 2, '2018-09-27 19:57:09', '2018-09-27 19:57:09', '', 'headshots__0027_Jamie', '', 'inherit', 'open', 'closed', '', 'headshots__0027_jamie', '', '', '2018-09-27 19:57:09', '2018-09-27 19:57:09', '', 3285, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0027_Jamie.jpg', 0, 'attachment', 'image/jpeg', 0),
(3288, 2, '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 'Jamie', '', 'inherit', 'closed', 'closed', '', '3285-revision-v1', '', '', '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 3285, 'http://cbx.cappendev.com/3285-revision-v1', 0, 'revision', '', 0),
(3289, 2, '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 'Jess', '', 'publish', 'open', 'open', '', 'jess', '', '', '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3289', 34, 'team', '', 0),
(3290, 2, '2018-09-27 19:57:53', '2018-09-27 19:57:53', '', 'Jess', '', 'inherit', 'open', 'closed', '', 'jess', '', '', '2018-09-27 19:57:53', '2018-09-27 19:57:53', '', 3289, 'http://cbx.cappendev.com/app/uploads/2018/09/Jess.png', 0, 'attachment', 'image/png', 0),
(3291, 2, '2018-09-27 19:58:06', '2018-09-27 19:58:06', '', 'headshots__0028_Jess', '', 'inherit', 'open', 'closed', '', 'headshots__0028_jess', '', '', '2018-09-27 19:58:06', '2018-09-27 19:58:06', '', 3289, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0028_Jess.jpg', 0, 'attachment', 'image/jpeg', 0),
(3292, 2, '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 'Jess', '', 'inherit', 'closed', 'closed', '', '3289-revision-v1', '', '', '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 3289, 'http://cbx.cappendev.com/3289-revision-v1', 0, 'revision', '', 0),
(3293, 2, '2018-09-27 19:59:29', '2018-09-27 19:59:29', 'As Executive Creative Director at CBX, Joe is instrumental in the creative quality and success of all brand initiatives that originate from the studio. Joe’s design leadership and passion for creativity inspire the team of CBX designers in their commitment to design excellence and big idea thinking.\r\n\r\nWith over 25 years of design knowledge and experience in branding, packaging, and corporate identity, Joe is skillful in partnering with his clients to develop on-target, strategic brand solutions. Some of these relationships include award-winning campaigns for such notable organizations as Procter &amp; Gamble, Nabisco, Johnson &amp; Johnson, Verizon, The Scotts Miracle-Gro Company, General Mills, Pillsbury, Del Monte, and ConAgra.\r\n\r\nJoe holds a BFA in Design from the University of Cincinnati, and continues to play a key role in mentoring aspiring designers of today and tomorrow.', 'Joe', '', 'publish', 'open', 'open', '', 'joe', '', '', '2018-09-27 19:59:29', '2018-09-27 19:59:29', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3293', 33, 'team', '', 0),
(3294, 2, '2018-09-27 19:58:52', '2018-09-27 19:58:52', '', 'JoeV', '', 'inherit', 'open', 'closed', '', 'joev', '', '', '2018-09-27 19:58:52', '2018-09-27 19:58:52', '', 3293, 'http://cbx.cappendev.com/app/uploads/2018/09/JoeV.png', 0, 'attachment', 'image/png', 0),
(3295, 2, '2018-09-27 19:59:20', '2018-09-27 19:59:20', '', 'headshots__0029_JoeV', '', 'inherit', 'open', 'closed', '', 'headshots__0029_joev', '', '', '2018-09-27 19:59:20', '2018-09-27 19:59:20', '', 3293, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0029_JoeV.jpg', 0, 'attachment', 'image/jpeg', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(3296, 2, '2018-09-27 19:59:29', '2018-09-27 19:59:29', 'As Executive Creative Director at CBX, Joe is instrumental in the creative quality and success of all brand initiatives that originate from the studio. Joe’s design leadership and passion for creativity inspire the team of CBX designers in their commitment to design excellence and big idea thinking.\r\n\r\nWith over 25 years of design knowledge and experience in branding, packaging, and corporate identity, Joe is skillful in partnering with his clients to develop on-target, strategic brand solutions. Some of these relationships include award-winning campaigns for such notable organizations as Procter &amp; Gamble, Nabisco, Johnson &amp; Johnson, Verizon, The Scotts Miracle-Gro Company, General Mills, Pillsbury, Del Monte, and ConAgra.\r\n\r\nJoe holds a BFA in Design from the University of Cincinnati, and continues to play a key role in mentoring aspiring designers of today and tomorrow.', 'Joe', '', 'inherit', 'closed', 'closed', '', '3293-revision-v1', '', '', '2018-09-27 19:59:29', '2018-09-27 19:59:29', '', 3293, 'http://cbx.cappendev.com/3293-revision-v1', 0, 'revision', '', 0),
(3297, 2, '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 'Katherine', '', 'publish', 'open', 'open', '', 'katherine', '', '', '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3297', 32, 'team', '', 0),
(3298, 2, '2018-09-27 20:00:04', '2018-09-27 20:00:04', '', 'Katherine', '', 'inherit', 'open', 'closed', '', 'katherine', '', '', '2018-09-27 20:00:04', '2018-09-27 20:00:04', '', 3297, 'http://cbx.cappendev.com/app/uploads/2018/09/Katherine.png', 0, 'attachment', 'image/png', 0),
(3299, 2, '2018-09-27 20:00:14', '2018-09-27 20:00:14', '', 'headshots__0030_Katherine', '', 'inherit', 'open', 'closed', '', 'headshots__0030_katherine', '', '', '2018-09-27 20:00:14', '2018-09-27 20:00:14', '', 3297, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0030_Katherine.jpg', 0, 'attachment', 'image/jpeg', 0),
(3300, 2, '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 'Katherine', '', 'inherit', 'closed', 'closed', '', '3297-revision-v1', '', '', '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 3297, 'http://cbx.cappendev.com/3297-revision-v1', 0, 'revision', '', 0),
(3301, 2, '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 'Lauren', '', 'publish', 'open', 'open', '', 'lauren', '', '', '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3301', 31, 'team', '', 0),
(3302, 2, '2018-09-27 20:01:23', '2018-09-27 20:01:23', '', 'Lauren_2', '', 'inherit', 'open', 'closed', '', 'lauren_2', '', '', '2018-09-27 20:01:23', '2018-09-27 20:01:23', '', 3301, 'http://cbx.cappendev.com/app/uploads/2018/09/Lauren_2.png', 0, 'attachment', 'image/png', 0),
(3303, 2, '2018-09-27 20:01:39', '2018-09-27 20:01:39', '', 'headshots__0032_Lauren', '', 'inherit', 'open', 'closed', '', 'headshots__0032_lauren', '', '', '2018-09-27 20:01:39', '2018-09-27 20:01:39', '', 3301, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0032_Lauren.jpg', 0, 'attachment', 'image/jpeg', 0),
(3304, 2, '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 'Lauren', '', 'inherit', 'closed', 'closed', '', '3301-revision-v1', '', '', '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 3301, 'http://cbx.cappendev.com/3301-revision-v1', 0, 'revision', '', 0),
(3305, 2, '2018-09-27 20:02:51', '2018-09-27 20:02:51', 'Lauren began her career at CBX right out of college, and has quickly risen through the ranks – now to Design Director– in a very short amount of time.\r\n\r\nLauren currently manages over and provides lead creative solutions for many consumer and corporate brands. She is involved in all aspects of the creative process, from offering strategic insight and conceptual development to generating packaging design and logo identity. Lauren has worked with a wide range of clients including the Dr Pepper Snapple Group, Mars, Del Monte, Kimberly-Clark, Wawa and Walgreens.\r\n\r\nLauren graduated with a BFA in Communications Design from Syracuse University.', 'Lauren', '', 'publish', 'open', 'open', '', 'lauren-2', '', '', '2018-09-27 20:02:51', '2018-09-27 20:02:51', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3305', 30, 'team', '', 0),
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(3308, 2, '2018-09-27 20:02:51', '2018-09-27 20:02:51', 'Lauren began her career at CBX right out of college, and has quickly risen through the ranks – now to Design Director– in a very short amount of time.\r\n\r\nLauren currently manages over and provides lead creative solutions for many consumer and corporate brands. She is involved in all aspects of the creative process, from offering strategic insight and conceptual development to generating packaging design and logo identity. Lauren has worked with a wide range of clients including the Dr Pepper Snapple Group, Mars, Del Monte, Kimberly-Clark, Wawa and Walgreens.\r\n\r\nLauren graduated with a BFA in Communications Design from Syracuse University.', 'Lauren', '', 'inherit', 'closed', 'closed', '', '3305-revision-v1', '', '', '2018-09-27 20:02:51', '2018-09-27 20:02:51', '', 3305, 'http://cbx.cappendev.com/3305-revision-v1', 0, 'revision', '', 0),
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(3313, 2, '2018-09-27 20:05:00', '2018-09-27 20:05:00', 'From day one, Lesley has been in search of the BIG IDEA. And as creative director at CBX, she brings her extensive experience on a wide range of touch points into play, connecting the dots between the visual and the verbal.\r\n\r\nHer creative journey has taken her from Chicago to New York, working at large shopper activation agencies to small digital startups, with a broad range of clients such as P&amp;G, PepsiCo, Unilever and PlayStation. Most recently, she oversaw the Heineken USA national and trade marketing activation team at Geometry Worldwide.', 'Lesley', '', 'publish', 'open', 'open', '', 'lesley', '', '', '2018-09-27 20:05:00', '2018-09-27 20:05:00', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3313', 28, 'team', '', 0),
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(3316, 2, '2018-09-27 20:05:00', '2018-09-27 20:05:00', 'From day one, Lesley has been in search of the BIG IDEA. And as creative director at CBX, she brings her extensive experience on a wide range of touch points into play, connecting the dots between the visual and the verbal.\r\n\r\nHer creative journey has taken her from Chicago to New York, working at large shopper activation agencies to small digital startups, with a broad range of clients such as P&amp;G, PepsiCo, Unilever and PlayStation. Most recently, she oversaw the Heineken USA national and trade marketing activation team at Geometry Worldwide.', 'Lesley', '', 'inherit', 'closed', 'closed', '', '3313-revision-v1', '', '', '2018-09-27 20:05:00', '2018-09-27 20:05:00', '', 3313, 'http://cbx.cappendev.com/3313-revision-v1', 0, 'revision', '', 0),
(3317, 2, '2018-09-27 20:06:01', '2018-09-27 20:06:01', '<p class=\"p1\"><span class=\"s1\">As Client Services Manager at CBX, Liz supports account, creative and strategy teams to ensure projects and clients are being managed effectively and efficiently.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Before joining CBX, Liz came from a startup fitness and pilates studio where she played a role in all stages of building the business, from assisting in studio design to marketing and growing the cliental.<span class=\"Apple-converted-space\">  </span>This is where she found a true passion for cultivating what makes a brand successful.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Liz has a Bachelor of Science in Business Administration with a focus on Management from Towson University.</span></p>', 'Liz', '', 'publish', 'open', 'open', '', 'liz', '', '', '2018-09-27 20:06:01', '2018-09-27 20:06:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3317', 27, 'team', '', 0),
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(3320, 2, '2018-09-27 20:06:01', '2018-09-27 20:06:01', '<p class=\"p1\"><span class=\"s1\">As Client Services Manager at CBX, Liz supports account, creative and strategy teams to ensure projects and clients are being managed effectively and efficiently.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Before joining CBX, Liz came from a startup fitness and pilates studio where she played a role in all stages of building the business, from assisting in studio design to marketing and growing the cliental.<span class=\"Apple-converted-space\">  </span>This is where she found a true passion for cultivating what makes a brand successful.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Liz has a Bachelor of Science in Business Administration with a focus on Management from Towson University.</span></p>', 'Liz', '', 'inherit', 'closed', 'closed', '', '3317-revision-v1', '', '', '2018-09-27 20:06:01', '2018-09-27 20:06:01', '', 3317, 'http://cbx.cappendev.com/3317-revision-v1', 0, 'revision', '', 0),
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(3325, 2, '2018-09-27 20:10:01', '2018-09-27 20:10:01', 'Margaret is a designer at CBX specializing in innovation and private label systems. Beginning her career as a CBX intern in 2010, she was eager to get her hands on as many projects as she could, eventually advancing her role through her excellent work ethic and keen eye for design.\r\n\r\nPrior to joining the CBX team, she partnered with SVNTHSIN &amp; Yustin on JCPenny\'s App. She studied at the College of Visual Arts from 2005-2009 with a year abroad at Hochschule für Angewandte Wissenschaft und Kunst (HAWK) in Hildesheim, Germany.\r\n\r\nMargaret is a self-described “serial hobbyist,” always looking for new crafting and design ideas. In her free time you’ll likely find her at every Minnesota United match or at Britt\'s pub cheering on her favorite team.', 'Margaret', '', 'publish', 'open', 'open', '', 'margaret', '', '', '2018-09-27 20:10:01', '2018-09-27 20:10:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3325', 25, 'team', '', 0),
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(3328, 2, '2018-09-27 20:10:01', '2018-09-27 20:10:01', 'Margaret is a designer at CBX specializing in innovation and private label systems. Beginning her career as a CBX intern in 2010, she was eager to get her hands on as many projects as she could, eventually advancing her role through her excellent work ethic and keen eye for design.\r\n\r\nPrior to joining the CBX team, she partnered with SVNTHSIN &amp; Yustin on JCPenny\'s App. She studied at the College of Visual Arts from 2005-2009 with a year abroad at Hochschule für Angewandte Wissenschaft und Kunst (HAWK) in Hildesheim, Germany.\r\n\r\nMargaret is a self-described “serial hobbyist,” always looking for new crafting and design ideas. In her free time you’ll likely find her at every Minnesota United match or at Britt\'s pub cheering on her favorite team.', 'Margaret', '', 'inherit', 'closed', 'closed', '', '3325-revision-v1', '', '', '2018-09-27 20:10:01', '2018-09-27 20:10:01', '', 3325, 'http://cbx.cappendev.com/3325-revision-v1', 0, 'revision', '', 0),
(3329, 2, '2018-09-27 20:11:19', '2018-09-27 20:11:19', 'As a Designer at CBX, Margo works to align great design with client needs.\r\n\r\nAfter graduating from the University of Minnesota with a BFA in Graphic Design and Mass Communication Minor, she began her career working on clients such as 3M, Merck, S.C. Johnson, Mars Food and General Mills.\r\n\r\nWhen she isn’t at work, Margo spends her time riding her horse and competing in horse shows across Minnesota.', 'Margaret', '', 'publish', 'open', 'open', '', 'margaret-2', '', '', '2018-09-27 20:32:12', '2018-09-27 20:32:12', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3329', 24, 'team', '', 0),
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(3332, 2, '2018-09-27 20:11:19', '2018-09-27 20:11:19', 'As a Designer at CBX, Margo works to align great design with client needs.\r\n\r\nAfter graduating from the University of Minnesota with a BFA in Graphic Design and Mass Communication Minor, she began her career working on clients such as 3M, Merck, S.C. Johnson, Mars Food and General Mills.\r\n\r\nWhen she isn’t at work, Margo spends her time riding her horse and competing in horse shows across Minnesota.', 'Margaret', '', 'inherit', 'closed', 'closed', '', '3329-revision-v1', '', '', '2018-09-27 20:11:19', '2018-09-27 20:11:19', '', 3329, 'http://cbx.cappendev.com/3329-revision-v1', 0, 'revision', '', 0),
(3333, 2, '2018-09-27 20:12:19', '2018-09-27 20:12:19', 'Margot is a strategist with a diverse background across sectors. She combines informed insight, category knowledge, instinct, creative thinking and analytical rigor to deliver strategies that inspire people to action. She is a firm believer that brands thrive when they connect with the tensions and truths at the heart of human behavior.\r\n\r\nPrior to joining CBX, Margot worked at Sterling Brands where she led projects for a range of clients including Kimberly Clark. Hershey’s, Bayer, General Mills, Colgate, Green Mountain, Nestle, Kraft, and Proctor &amp; Gamble. She also spent several years as an executive leader in the non-profit sector with a focus on the arts and education.\r\n\r\nMargot graduated with a Masters degree in Education: Human Behavior &amp; Psychology from Harvard University, and holds a BA from New York University.', 'Margot', '', 'publish', 'open', 'open', '', 'margot', '', '', '2018-09-27 20:12:19', '2018-09-27 20:12:19', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3333', 23, 'team', '', 0),
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(3336, 2, '2018-09-27 20:12:19', '2018-09-27 20:12:19', 'Margot is a strategist with a diverse background across sectors. She combines informed insight, category knowledge, instinct, creative thinking and analytical rigor to deliver strategies that inspire people to action. She is a firm believer that brands thrive when they connect with the tensions and truths at the heart of human behavior.\r\n\r\nPrior to joining CBX, Margot worked at Sterling Brands where she led projects for a range of clients including Kimberly Clark. Hershey’s, Bayer, General Mills, Colgate, Green Mountain, Nestle, Kraft, and Proctor &amp; Gamble. She also spent several years as an executive leader in the non-profit sector with a focus on the arts and education.\r\n\r\nMargot graduated with a Masters degree in Education: Human Behavior &amp; Psychology from Harvard University, and holds a BA from New York University.', 'Margot', '', 'inherit', 'closed', 'closed', '', '3333-revision-v1', '', '', '2018-09-27 20:12:19', '2018-09-27 20:12:19', '', 3333, 'http://cbx.cappendev.com/3333-revision-v1', 0, 'revision', '', 0),
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(3345, 2, '2018-09-27 20:15:03', '2018-09-27 20:15:03', 'As Client Director at CBX, Nat partners with creative and strategy teams to provide brand consultation, perspective, and recommendations to our clients. As your day-to-day contact, Nat will be responsible for leading the project and process to ensure a successful outcome.\r\n\r\nNat has held production and account leadership roles at agencies in Seattle in Minneapolis, providing strategic guidance and management of integrated brand projects with an emphasis on design. Nat brings considerable brand experience to CBX, including Alfa Romeo, Best Buy, Cannondale, Cargill, Clorox, Fiat Chrysler, General Mills, Google, Indian Motorcycle, Land O’Lakes, Life Cereal, Microsoft, Mountain Hardwear, Novartis, PepsiCo, Propel Electrolyte Water, Schwinn, Sugoi, Target and The North Face.\r\n\r\nAway from CBX, Nat and his wife share the joys of food and the outdoors with their two young children.', 'Nat', '', 'publish', 'open', 'open', '', 'nat', '', '', '2018-09-27 20:15:03', '2018-09-27 20:15:03', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3345', 20, 'team', '', 0),
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(3348, 2, '2018-09-27 20:15:03', '2018-09-27 20:15:03', 'As Client Director at CBX, Nat partners with creative and strategy teams to provide brand consultation, perspective, and recommendations to our clients. As your day-to-day contact, Nat will be responsible for leading the project and process to ensure a successful outcome.\r\n\r\nNat has held production and account leadership roles at agencies in Seattle in Minneapolis, providing strategic guidance and management of integrated brand projects with an emphasis on design. Nat brings considerable brand experience to CBX, including Alfa Romeo, Best Buy, Cannondale, Cargill, Clorox, Fiat Chrysler, General Mills, Google, Indian Motorcycle, Land O’Lakes, Life Cereal, Microsoft, Mountain Hardwear, Novartis, PepsiCo, Propel Electrolyte Water, Schwinn, Sugoi, Target and The North Face.\r\n\r\nAway from CBX, Nat and his wife share the joys of food and the outdoors with their two young children.', 'Nat', '', 'inherit', 'closed', 'closed', '', '3345-revision-v1', '', '', '2018-09-27 20:15:03', '2018-09-27 20:15:03', '', 3345, 'http://cbx.cappendev.com/3345-revision-v1', 0, 'revision', '', 0),
(3349, 2, '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 'Paul', '', 'publish', 'open', 'open', '', 'paul', '', '', '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3349', 19, 'team', '', 0),
(3350, 2, '2018-09-27 20:15:32', '2018-09-27 20:15:32', '', 'Paul', '', 'inherit', 'open', 'closed', '', 'paul', '', '', '2018-09-27 20:15:32', '2018-09-27 20:15:32', '', 3349, 'http://cbx.cappendev.com/app/uploads/2018/09/Paul.png', 0, 'attachment', 'image/png', 0),
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(3352, 2, '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 'Paul', '', 'inherit', 'closed', 'closed', '', '3349-revision-v1', '', '', '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 3349, 'http://cbx.cappendev.com/3349-revision-v1', 0, 'revision', '', 0),
(3353, 2, '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 'Peter', '', 'publish', 'open', 'open', '', 'peter', '', '', '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3353', 18, 'team', '', 0),
(3354, 2, '2018-09-27 20:16:26', '2018-09-27 20:16:26', '', 'Peter_2', '', 'inherit', 'open', 'closed', '', 'peter_2', '', '', '2018-09-27 20:16:26', '2018-09-27 20:16:26', '', 3353, 'http://cbx.cappendev.com/app/uploads/2018/09/Peter_2.png', 0, 'attachment', 'image/png', 0),
(3355, 2, '2018-09-27 20:16:44', '2018-09-27 20:16:44', '', 'headshots__0048_Peter', '', 'inherit', 'open', 'closed', '', 'headshots__0048_peter', '', '', '2018-09-27 20:16:44', '2018-09-27 20:16:44', '', 3353, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0048_Peter.jpg', 0, 'attachment', 'image/jpeg', 0),
(3356, 2, '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 'Peter', '', 'inherit', 'closed', 'closed', '', '3353-revision-v1', '', '', '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 3353, 'http://cbx.cappendev.com/3353-revision-v1', 0, 'revision', '', 0),
(3357, 2, '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 'Rich', '', 'publish', 'open', 'open', '', 'rich', '', '', '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3357', 17, 'team', '', 0),
(3358, 2, '2018-09-27 20:17:39', '2018-09-27 20:17:39', '', 'Rich', '', 'inherit', 'open', 'closed', '', 'rich', '', '', '2018-09-27 20:17:39', '2018-09-27 20:17:39', '', 3357, 'http://cbx.cappendev.com/app/uploads/2018/09/Rich.png', 0, 'attachment', 'image/png', 0),
(3359, 2, '2018-09-27 20:17:48', '2018-09-27 20:17:48', '', 'headshots__0050_Rich', '', 'inherit', 'open', 'closed', '', 'headshots__0050_rich', '', '', '2018-09-27 20:17:48', '2018-09-27 20:17:48', '', 3357, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0050_Rich.jpg', 0, 'attachment', 'image/jpeg', 0),
(3360, 2, '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 'Rich', '', 'inherit', 'closed', 'closed', '', '3357-revision-v1', '', '', '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 3357, 'http://cbx.cappendev.com/3357-revision-v1', 0, 'revision', '', 0),
(3361, 2, '2018-09-27 20:19:05', '2018-09-27 20:19:05', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX. With twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nSince helping establish the firm in 2003, Rick has played an integral role in expanding its client roster and has been the creative vision behind the rollout of numerous award-winning branding initiatives, most recently the successful U by Kotex line for Kimberly-Clark and a rebranding of Duane Reade’s private label portfolio.\r\n\r\nPrior to founding CBX, Rick learned the importance of breakthrough creative while working at Milton Glaser, Gerstman+Meyers, LPK, and FutureBrand. Over the course of his accomplished career, he has contributed his branding expertise to such companies as Del Monte, Exxon Mobil, IBM, Johnson &amp; Johnson, Kimberly-Clark, Mars, and The Scotts Miracle-Gro Company.\r\n\r\nIn recent years, Rick was also chosen as one of Graphic Design USA’s “People to Watch,” and  FastCompany’s “100 Most Creative People in Business.”', 'Rick', '', 'publish', 'open', 'open', '', 'rick', '', '', '2018-09-27 20:19:05', '2018-09-27 20:19:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3361', 0, 'team', '', 0),
(3362, 2, '2018-09-27 20:18:34', '2018-09-27 20:18:34', '', 'Rick', '', 'inherit', 'open', 'closed', '', 'rick', '', '', '2018-09-27 20:18:34', '2018-09-27 20:18:34', '', 3361, 'http://cbx.cappendev.com/app/uploads/2018/09/Rick.png', 0, 'attachment', 'image/png', 0),
(3363, 2, '2018-09-27 20:18:45', '2018-09-27 20:18:45', '', 'headshots__0051_Rick', '', 'inherit', 'open', 'closed', '', 'headshots__0051_rick', '', '', '2018-09-27 20:18:45', '2018-09-27 20:18:45', '', 3361, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0051_Rick.jpg', 0, 'attachment', 'image/jpeg', 0),
(3364, 2, '2018-09-27 20:19:05', '2018-09-27 20:19:05', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX. With twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nSince helping establish the firm in 2003, Rick has played an integral role in expanding its client roster and has been the creative vision behind the rollout of numerous award-winning branding initiatives, most recently the successful U by Kotex line for Kimberly-Clark and a rebranding of Duane Reade’s private label portfolio.\r\n\r\nPrior to founding CBX, Rick learned the importance of breakthrough creative while working at Milton Glaser, Gerstman+Meyers, LPK, and FutureBrand. Over the course of his accomplished career, he has contributed his branding expertise to such companies as Del Monte, Exxon Mobil, IBM, Johnson &amp; Johnson, Kimberly-Clark, Mars, and The Scotts Miracle-Gro Company.\r\n\r\nIn recent years, Rick was also chosen as one of Graphic Design USA’s “People to Watch,” and  FastCompany’s “100 Most Creative People in Business.”', 'Rick', '', 'inherit', 'closed', 'closed', '', '3361-revision-v1', '', '', '2018-09-27 20:19:05', '2018-09-27 20:19:05', '', 3361, 'http://cbx.cappendev.com/3361-revision-v1', 0, 'revision', '', 0),
(3365, 2, '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 'Sami', '', 'publish', 'open', 'open', '', 'sami', '', '', '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3365', 16, 'team', '', 0),
(3366, 2, '2018-09-27 20:20:17', '2018-09-27 20:20:17', '', 'Sami', '', 'inherit', 'open', 'closed', '', 'sami', '', '', '2018-09-27 20:20:17', '2018-09-27 20:20:17', '', 3365, 'http://cbx.cappendev.com/app/uploads/2018/09/Sami.png', 0, 'attachment', 'image/png', 0),
(3367, 2, '2018-09-27 20:20:25', '2018-09-27 20:20:25', '', 'headshots__0053_Sami', '', 'inherit', 'open', 'closed', '', 'headshots__0053_sami', '', '', '2018-09-27 20:20:25', '2018-09-27 20:20:25', '', 3365, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0053_Sami.jpg', 0, 'attachment', 'image/jpeg', 0),
(3368, 2, '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 'Sami', '', 'inherit', 'closed', 'closed', '', '3365-revision-v1', '', '', '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 3365, 'http://cbx.cappendev.com/3365-revision-v1', 0, 'revision', '', 0),
(3369, 2, '2018-09-27 20:21:44', '2018-09-27 20:21:44', '<p class=\"p1\"><span class=\"s1\">As Chief Engagement Officer at CBX, Satoru is responsible for the overall management of business and operations in New York.<span class=\"Apple-converted-space\">  </span>Satoru’s experience in brand consulting spans over 20 years across more than 200 brands.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Satoru was Executive Vice President and General manager of the creative group at Sterling Brands, Group Director at Frankfurt Balkind, and Senior Account Director at Desgrippes Gobé.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Satoru has led strategy, innovation, creative and experience design initiatives for some of the world’s most recognized and beloved brands for accounts that include Gillette, Del Monte, PepsiCo, Mars, Black &amp; Decker, Kraft, Colgate, Pepperidge Farm, Moët &amp; Chandon, and Coca-Cola.</span></p>', 'Satoru', '', 'publish', 'open', 'open', '', 'satoru', '', '', '2018-09-27 20:21:44', '2018-09-27 20:21:44', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3369', 15, 'team', '', 0),
(3370, 2, '2018-09-27 20:21:25', '2018-09-27 20:21:25', '', 'Satoru', '', 'inherit', 'open', 'closed', '', 'satoru', '', '', '2018-09-27 20:21:25', '2018-09-27 20:21:25', '', 3369, 'http://cbx.cappendev.com/app/uploads/2018/09/Satoru.png', 0, 'attachment', 'image/png', 0),
(3371, 2, '2018-09-27 20:21:36', '2018-09-27 20:21:36', '', 'headshots__0054_Satoru', '', 'inherit', 'open', 'closed', '', 'headshots__0054_satoru', '', '', '2018-09-27 20:21:36', '2018-09-27 20:21:36', '', 3369, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0054_Satoru.jpg', 0, 'attachment', 'image/jpeg', 0),
(3372, 2, '2018-09-27 20:21:44', '2018-09-27 20:21:44', '<p class=\"p1\"><span class=\"s1\">As Chief Engagement Officer at CBX, Satoru is responsible for the overall management of business and operations in New York.<span class=\"Apple-converted-space\">  </span>Satoru’s experience in brand consulting spans over 20 years across more than 200 brands.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Satoru was Executive Vice President and General manager of the creative group at Sterling Brands, Group Director at Frankfurt Balkind, and Senior Account Director at Desgrippes Gobé.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Satoru has led strategy, innovation, creative and experience design initiatives for some of the world’s most recognized and beloved brands for accounts that include Gillette, Del Monte, PepsiCo, Mars, Black &amp; Decker, Kraft, Colgate, Pepperidge Farm, Moët &amp; Chandon, and Coca-Cola.</span></p>', 'Satoru', '', 'inherit', 'closed', 'closed', '', '3369-revision-v1', '', '', '2018-09-27 20:21:44', '2018-09-27 20:21:44', '', 3369, 'http://cbx.cappendev.com/3369-revision-v1', 0, 'revision', '', 0),
(3373, 2, '2018-09-27 20:22:55', '2018-09-27 20:22:55', 'As Creative Director at CBX, Scott oversees and drives the creative vision. His leadership promotes a culture of teamwork and dedication that fuels unique, brand-building creative solutions. Scott has played an integral part in the growth and development of the company, from his time in the New York office to his current role in Minneapolis, partnering with clients such as General Mills, Campbell’s, Best Buy, McCormick, Rust-Oleum and ConAgra.\r\n\r\nPrior to joining CBX, Scott was associate creative director at FutureBrand and a senior designer at Hughes Design Group.\r\n\r\nWith approximately 25 years of packaged goods experience, Scott has led numerous brand initiatives across a wide range of consumer categories, including food and beverage, apparel, electronics, pet care, pharmaceutical, and health and beauty.\r\n\r\nHe graduated from the Art Institute of Pittsburgh with a degree in Visual Communications.', 'Scott', '', 'publish', 'open', 'open', '', 'scott', '', '', '2018-09-27 20:22:55', '2018-09-27 20:22:55', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3373', 13, 'team', '', 0),
(3374, 2, '2018-09-27 20:22:37', '2018-09-27 20:22:37', '', 'Scott', '', 'inherit', 'open', 'closed', '', 'scott', '', '', '2018-09-27 20:22:37', '2018-09-27 20:22:37', '', 3373, 'http://cbx.cappendev.com/app/uploads/2018/09/Scott.png', 0, 'attachment', 'image/png', 0),
(3375, 2, '2018-09-27 20:22:45', '2018-09-27 20:22:45', '', 'headshots__0055_Scott', '', 'inherit', 'open', 'closed', '', 'headshots__0055_scott', '', '', '2018-09-27 20:22:45', '2018-09-27 20:22:45', '', 3373, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0055_Scott.jpg', 0, 'attachment', 'image/jpeg', 0),
(3376, 2, '2018-09-27 20:22:55', '2018-09-27 20:22:55', 'As Creative Director at CBX, Scott oversees and drives the creative vision. His leadership promotes a culture of teamwork and dedication that fuels unique, brand-building creative solutions. Scott has played an integral part in the growth and development of the company, from his time in the New York office to his current role in Minneapolis, partnering with clients such as General Mills, Campbell’s, Best Buy, McCormick, Rust-Oleum and ConAgra.\r\n\r\nPrior to joining CBX, Scott was associate creative director at FutureBrand and a senior designer at Hughes Design Group.\r\n\r\nWith approximately 25 years of packaged goods experience, Scott has led numerous brand initiatives across a wide range of consumer categories, including food and beverage, apparel, electronics, pet care, pharmaceutical, and health and beauty.\r\n\r\nHe graduated from the Art Institute of Pittsburgh with a degree in Visual Communications.', 'Scott', '', 'inherit', 'closed', 'closed', '', '3373-revision-v1', '', '', '2018-09-27 20:22:55', '2018-09-27 20:22:55', '', 3373, 'http://cbx.cappendev.com/3373-revision-v1', 0, 'revision', '', 0),
(3377, 2, '2018-09-27 20:24:13', '2018-09-27 20:24:13', 'Shawn has been a designer at CBX for more than 4 years, working on an array of projects including package design, brand design and, every once in awhile, digital design.\r\n\r\nAfter graduating from Iowa State University in the Spring of 2014, Shawn moved to Minneapolis where he joined CBX as a full-time member of their team.\r\n\r\nOutside of the visual art and design realm, Shawn spends much of his time exploring his passion of music, often playing guitar or piano if he isn’t already enjoying a live show at a local venue.', 'Shawn', '', 'publish', 'open', 'open', '', 'shawn', '', '', '2018-09-27 20:24:13', '2018-09-27 20:24:13', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3377', 12, 'team', '', 0),
(3378, 2, '2018-09-27 20:23:55', '2018-09-27 20:23:55', '', 'Shawn', '', 'inherit', 'open', 'closed', '', 'shawn', '', '', '2018-09-27 20:23:55', '2018-09-27 20:23:55', '', 3377, 'http://cbx.cappendev.com/app/uploads/2018/09/Shawn.png', 0, 'attachment', 'image/png', 0),
(3379, 2, '2018-09-27 20:24:03', '2018-09-27 20:24:03', '', 'headshots__0056_Shawn', '', 'inherit', 'open', 'closed', '', 'headshots__0056_shawn', '', '', '2018-09-27 20:24:03', '2018-09-27 20:24:03', '', 3377, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0056_Shawn.jpg', 0, 'attachment', 'image/jpeg', 0),
(3380, 2, '2018-09-27 20:24:13', '2018-09-27 20:24:13', 'Shawn has been a designer at CBX for more than 4 years, working on an array of projects including package design, brand design and, every once in awhile, digital design.\r\n\r\nAfter graduating from Iowa State University in the Spring of 2014, Shawn moved to Minneapolis where he joined CBX as a full-time member of their team.\r\n\r\nOutside of the visual art and design realm, Shawn spends much of his time exploring his passion of music, often playing guitar or piano if he isn’t already enjoying a live show at a local venue.', 'Shawn', '', 'inherit', 'closed', 'closed', '', '3377-revision-v1', '', '', '2018-09-27 20:24:13', '2018-09-27 20:24:13', '', 3377, 'http://cbx.cappendev.com/3377-revision-v1', 0, 'revision', '', 0),
(3381, 2, '2018-09-27 20:25:14', '2018-09-27 20:25:14', '<p class=\"p1\"><span class=\"s1\">As Senior Project Manager for the design of retail environments, Stacie leads teams in the planning, execution and rollout of retail projects at CBX. She is responsible for a variety of projects spanning different sizes and scales.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">At CBX, she has worked hand-in-hand with clients, architects and contractors on stores including Pathmark supermarkets, PKN Orlen’s Stop Café (the national oil company of Poland), and Topaz Energy’s Restore convenience store chain (the largest publicly traded company in Ireland). Recently, Stacie worked both in the U.S. and China with the national oil company of China, Petro China, to develop and open their new concept uSmile convenience store, as well as prepare the prototype for a 10,000-store rollout.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Stacie’s retail experiences have included roles as project lead and project manager for clients such as Dunkin’ Donuts, Quick Chek, Chock Full ‘o Nuts, and 7-Eleven.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacie received her B.Arch from the Irwin S. Chanin School of Architecture of The Cooper\r\nUnion. </span></p>', 'Stacie', '', 'publish', 'open', 'open', '', 'stacie-hawes', '', '', '2018-10-01 13:07:26', '2018-10-01 13:07:26', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3381', 11, 'team', '', 0),
(3382, 2, '2018-09-27 20:24:55', '2018-09-27 20:24:55', '', 'Stacie', '', 'inherit', 'open', 'closed', '', 'stacie', '', '', '2018-09-27 20:24:55', '2018-09-27 20:24:55', '', 3381, 'http://cbx.cappendev.com/app/uploads/2018/09/Stacie.png', 0, 'attachment', 'image/png', 0),
(3383, 2, '2018-09-27 20:25:08', '2018-09-27 20:25:08', '', 'headshots__0057_Stacie', '', 'inherit', 'open', 'closed', '', 'headshots__0057_stacie', '', '', '2018-09-27 20:25:08', '2018-09-27 20:25:08', '', 3381, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0057_Stacie.jpg', 0, 'attachment', 'image/jpeg', 0),
(3384, 2, '2018-09-27 20:25:14', '2018-09-27 20:25:14', '<p class=\"p1\"><span class=\"s1\">As Senior Project Manager for the design of retail environments, Stacie leads teams in the planning, execution and rollout of retail projects at CBX. She is responsible for a variety of projects spanning different sizes and scales.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">At CBX, she has worked hand-in-hand with clients, architects and contractors on stores including Pathmark supermarkets, PKN Orlen’s Stop Café (the national oil company of Poland), and Topaz Energy’s Restore convenience store chain (the largest publicly traded company in Ireland). Recently, Stacie worked both in the U.S. and China with the national oil company of China, Petro China, to develop and open their new concept uSmile convenience store, as well as prepare the prototype for a 10,000-store rollout.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Stacie’s retail experiences have included roles as project lead and project manager for clients such as Dunkin’ Donuts, Quick Chek, Chock Full ‘o Nuts, and 7-Eleven.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacie received her B.Arch from the Irwin S. Chanin School of Architecture of The Cooper\r\nUnion. </span></p>', 'Stacie Hawes', '', 'inherit', 'closed', 'closed', '', '3381-revision-v1', '', '', '2018-09-27 20:25:14', '2018-09-27 20:25:14', '', 3381, 'http://cbx.cappendev.com/3381-revision-v1', 0, 'revision', '', 0),
(3385, 2, '2018-09-27 20:26:29', '2018-09-27 20:26:29', '<p class=\"p1\"><span class=\"s1\">Stacy joined us from Preston Kelly, where she was VP, Account Director and created brand strategies and campaigns for OfficeMax, Be The Match, Elkay and Mall of America. Prior to that, Stacy was a SVP, Marketing and Product Management at CVS/pharmacy where she was part of an executive leadership team that launched MinuteClinic, a pioneer in the retail healthcare environment. Stacy led the marketing team to grow the retail brand presence from 65 to more than 500 locations in just two years and developed partner marketing programs with Johnson &amp; Johnson, CardioChek, Merck and GlaxoSmithKline.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacy’s experience also includes creating brand strategies and marketing campaigns for Anheuser-Busch, Target Corporation, ConAgra (Healthy Choice), Kimberly-Clark, Brown-Forman Beverage Company and General Mills.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">In her free time, Stacy enjoys spending time with her busy family and loves travel as well as any time she can get near a lake, ocean or body of water. </span></p>', 'Stacy', '', 'publish', 'open', 'open', '', 'stacy', '', '', '2018-09-27 20:26:29', '2018-09-27 20:26:29', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3385', 9, 'team', '', 0),
(3387, 2, '2018-09-27 20:26:08', '2018-09-27 20:26:08', '', 'Stacy', '', 'inherit', 'open', 'closed', '', 'stacy', '', '', '2018-09-27 20:26:08', '2018-09-27 20:26:08', '', 3385, 'http://cbx.cappendev.com/app/uploads/2018/09/Stacy.png', 0, 'attachment', 'image/png', 0),
(3388, 2, '2018-09-27 20:26:17', '2018-09-27 20:26:17', '', 'headshots__0058_Stacy', '', 'inherit', 'open', 'closed', '', 'headshots__0058_stacy', '', '', '2018-09-27 20:26:17', '2018-09-27 20:26:17', '', 3385, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0058_Stacy.jpg', 0, 'attachment', 'image/jpeg', 0),
(3389, 2, '2018-09-27 20:26:29', '2018-09-27 20:26:29', '<p class=\"p1\"><span class=\"s1\">Stacy joined us from Preston Kelly, where she was VP, Account Director and created brand strategies and campaigns for OfficeMax, Be The Match, Elkay and Mall of America. Prior to that, Stacy was a SVP, Marketing and Product Management at CVS/pharmacy where she was part of an executive leadership team that launched MinuteClinic, a pioneer in the retail healthcare environment. Stacy led the marketing team to grow the retail brand presence from 65 to more than 500 locations in just two years and developed partner marketing programs with Johnson &amp; Johnson, CardioChek, Merck and GlaxoSmithKline.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacy’s experience also includes creating brand strategies and marketing campaigns for Anheuser-Busch, Target Corporation, ConAgra (Healthy Choice), Kimberly-Clark, Brown-Forman Beverage Company and General Mills.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">In her free time, Stacy enjoys spending time with her busy family and loves travel as well as any time she can get near a lake, ocean or body of water. </span></p>', 'Stacy', '', 'inherit', 'closed', 'closed', '', '3385-revision-v1', '', '', '2018-09-27 20:26:29', '2018-09-27 20:26:29', '', 3385, 'http://cbx.cappendev.com/3385-revision-v1', 0, 'revision', '', 0),
(3390, 2, '2018-09-27 20:27:52', '2018-09-27 20:27:52', '<p class=\"p1\"><span class=\"s1\">As an Associate Creative Director for CBX, Steve is responsible for leading and inspiring the creative team. He has played a major role in the design and strategy of brands for ConAgra, Best Buy, and Sears.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Steve was a design director for Baker &amp; Associates, where he was responsible for accounts at General Mills, Nestlé and Caribou Coffee. He also worked as a senior designer for Pat Carney Studios on projects for Target, Harley-Davidson and the Minnesota Twins. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">With more than 15 years of experience in the Minneapolis design community, Steve has been an integral part in leading the redesign of multiple iconic national brands. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">He graduated from Iowa State University, where he earned a BFA in Graphic Design.</span></p>', 'Steve', '', 'publish', 'open', 'open', '', 'steve', '', '', '2018-09-27 20:27:52', '2018-09-27 20:27:52', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3390', 8, 'team', '', 0),
(3391, 2, '2018-09-27 20:27:26', '2018-09-27 20:27:26', '', 'Steve', '', 'inherit', 'open', 'closed', '', 'steve', '', '', '2018-09-27 20:27:26', '2018-09-27 20:27:26', '', 3390, 'http://cbx.cappendev.com/app/uploads/2018/09/Steve.png', 0, 'attachment', 'image/png', 0),
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(3393, 2, '2018-09-27 20:27:52', '2018-09-27 20:27:52', '<p class=\"p1\"><span class=\"s1\">As an Associate Creative Director for CBX, Steve is responsible for leading and inspiring the creative team. He has played a major role in the design and strategy of brands for ConAgra, Best Buy, and Sears.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Steve was a design director for Baker &amp; Associates, where he was responsible for accounts at General Mills, Nestlé and Caribou Coffee. He also worked as a senior designer for Pat Carney Studios on projects for Target, Harley-Davidson and the Minnesota Twins. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">With more than 15 years of experience in the Minneapolis design community, Steve has been an integral part in leading the redesign of multiple iconic national brands. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">He graduated from Iowa State University, where he earned a BFA in Graphic Design.</span></p>', 'Steve', '', 'inherit', 'closed', 'closed', '', '3390-revision-v1', '', '', '2018-09-27 20:27:52', '2018-09-27 20:27:52', '', 3390, 'http://cbx.cappendev.com/3390-revision-v1', 0, 'revision', '', 0),
(3394, 2, '2018-09-27 20:28:47', '2018-09-27 20:28:47', '<p class=\"p1\"><span class=\"s1\">Tanya comes to CBX with over 5 years of branding experience after graduating from Lamar University in Beaumont, TX. Career highlights include brand development for food and beverage clients such as McDonald’s, Coke and Dr. Pepper, in addition to sport and entertainment brands, such as Barclay’s Center and Madison Square Garden.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Her expertise lies in project management and building client relationships. She is passionate about executing strategic brand and packaging design projects. Her attention to detail ensures each endeavor results in strong brand presence and consumer engagement.</span></p>', 'Tanya', '', 'publish', 'open', 'open', '', 'tanya', '', '', '2018-09-27 20:28:47', '2018-09-27 20:28:47', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3394', 7, 'team', '', 0),
(3395, 2, '2018-09-27 20:28:26', '2018-09-27 20:28:26', '', 'Tanya', '', 'inherit', 'open', 'closed', '', 'tanya', '', '', '2018-09-27 20:28:26', '2018-09-27 20:28:26', '', 3394, 'http://cbx.cappendev.com/app/uploads/2018/09/Tanya.png', 0, 'attachment', 'image/png', 0),
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(3397, 2, '2018-09-27 20:28:47', '2018-09-27 20:28:47', '<p class=\"p1\"><span class=\"s1\">Tanya comes to CBX with over 5 years of branding experience after graduating from Lamar University in Beaumont, TX. Career highlights include brand development for food and beverage clients such as McDonald’s, Coke and Dr. Pepper, in addition to sport and entertainment brands, such as Barclay’s Center and Madison Square Garden.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Her expertise lies in project management and building client relationships. She is passionate about executing strategic brand and packaging design projects. Her attention to detail ensures each endeavor results in strong brand presence and consumer engagement.</span></p>', 'Tanya', '', 'inherit', 'closed', 'closed', '', '3394-revision-v1', '', '', '2018-09-27 20:28:47', '2018-09-27 20:28:47', '', 3394, 'http://cbx.cappendev.com/3394-revision-v1', 0, 'revision', '', 0),
(3398, 2, '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 'Tim', '', 'publish', 'open', 'open', '', 'tim', '', '', '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3398', 6, 'team', '', 0),
(3399, 1, '2018-09-27 20:29:09', '2018-09-27 20:29:09', '<strong>Weed Rules, Collagen Is Hot, and Organic Goes Digital</strong>\r\nI love attending Expos. I bounce off the energy created by the thousands of attendees walking the floors and the hordes of vendors that fill the Convention Center. I love engaging with the diverse array of brands; from natural and organic foods to health and beauty products; from the big power house brands to the small startups. There is so much activity – you feel the genuine passion of those who tell you their stories and what inspired them to create their brand. You’re exposed to great design and an entrepreneurial spirit that’s contagious. You meet a never-ending stream of amazing, culturally diverse people from the time you enter to the time you leave. Expos are a place where you can kick off your day with an organic, fair-trade coffee (complete with an uplifting brand backstory), let your taste buds roam wild, learn about the latest food and technology trends, and if you’re feeling extra adventurous, start your next morning with a work out class at 7.30am (promise I’ll make it next year!) All this under one roof!\r\n\r\nYes, Expos are awesome. And for those with an open mind and a willingness to listen and learn, they can be an incredibly uplifting and positive experience.\r\n\r\n<strong>Here are some takeaways from this year’s Expo East…</strong>\r\n\r\n<strong>Growing Like A Weed</strong>\r\nMost notable movement for me is the rise of Hemp based products both in food and beauty (CBD oil also very prominent in beauty). Hemp based products are very high… in protein and Omega 3 and 6 (at least this is the message being pushed). Brands are definitely seeking ways to better educate both customers and retailers on the health benefits Hemp provides. There is certainly an opportunity in this space for the existing brand leaders to continue educating as well as exploring new ways to better communicate all the health benefits through more engaging branding and messaging. The Hemp movement is here to stay and will only keep growing.\r\n\r\n<img class=\"alignnone size-full wp-image-1501\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/11.jpg\" alt=\"\" width=\"480\" height=\"640\" />\r\n<strong>Plants. It’s What’s For Dinner.</strong>\r\nThis leads nicely into the continuous growth of plant-based products. There were more brands this year than last promoting the benefits of plant based ingredients across food and beauty with lots of product innovation including plant based pizzas and burritos to drinks and healthcare/beauty products.\r\n\r\n<strong>Get A Collagen Education</strong>\r\nStaying with the healthy movement. Collagen is another hot ingredient becoming more prominent in the supplements sector. Brands including ZINT, VP and Nordic Naturals were all promoting the benefits of Collagen for your body’s joints, skin care, hair care and nails. Apparently it will help you ‘glow’ and also better your skins moisture within 6 weeks (by up to 11% - I’m sold!). I was well educated by some of these brands on the benefits of Collagen and have enough samples to test the 6 weeks challenge for myself! Certainly an interesting movement and one that follows the overall health and wellness trend, which is driving so much brand innovation across all sectors.\r\n\r\n<strong>Brands Taking Stands</strong>\r\nOn a very positive note, I met three brands (Cure, This Bar Saves Lives, The Soulfull Project) promoting ‘buy our product and we’ll donate one to a food bank or a person in need’. This giving back to the community is certainly one way of making your brand stand out from the rest and is making a truly positive impact in the world. Very encouraging to see and great that these brands are leveraging Expo East for exposure and support. You have my full support and will turn to these brands for my snacking needs :)\r\n\r\n<img class=\"alignnone size-full wp-image-1502\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/3432.jpg\" alt=\"\" width=\"650\" height=\"488\" />\r\n<strong>Organic Goes Digital</strong>\r\nOrganic Valley once again delivered, in my opinion, the best booth of the Expo. Last year they had a VR experience where customers experienced a virtual tour of a farm. This year you could Facetime a Farmer. Genius! Great how Organic Valley have married their authentic and organic brand image with smart and modern technology. They are delivering on their brand promise of bringing customers closer to their farmers and the farming process both in an educational and fun way.\r\n\r\n<img class=\"alignnone size-full wp-image-1503\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/1_cRQZJyi1eW5Dksnf1Kxaw.jpg\" alt=\"\" width=\"650\" height=\"488\" />\r\n<strong>…To A Tea</strong>\r\nFinally, being a Brit – I have to make some small observations about the Tea industry considering this is our national drink of choice. One of my favorite brands I met was a tiny tea brand from Korea – IDO-TEA. Their small booth was highly educational with their ingredients on display to touch and smell. They visualized their brand story and tea fermentation process at their booth and recently got approved to distribute via Amazon, which is awesome news for them. And their teas tasted great!\r\n\r\n<img class=\"alignnone size-full wp-image-1504\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/32.jpg\" alt=\"\" width=\"650\" height=\"867\" />\r\nIn other Tea news - cold brew Nitro Tea is making moves to compete with the cold brew Nitro Coffee trend. Harney &amp; Sons have launched a Nitro Tea in a can – hot cinnamon spiced (served cold). It tasted absolutely delicious! The core benefits being less caffeine and more refreshing than cold brew coffee. Will be interesting to watch this movement - not sure how popular it will be in the US.\r\n\r\n<strong>Thank you to all those that made this year’s event another great show and for all the hard work it takes to make these show happen. Hope to see many of you at Expo West in March!</strong>', 'CBX Explores Expo East', '', 'inherit', 'closed', 'closed', '', '1133-revision-v1', '', '', '2018-09-27 20:29:09', '2018-09-27 20:29:09', '', 1133, 'http://cbx.cappendev.com/1133-revision-v1', 0, 'revision', '', 0),
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(3401, 2, '2018-09-27 20:29:28', '2018-09-27 20:29:28', '', 'headshots__0061_Tim', '', 'inherit', 'open', 'closed', '', 'headshots__0061_tim', '', '', '2018-09-27 20:29:28', '2018-09-27 20:29:28', '', 3398, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0061_Tim.jpg', 0, 'attachment', 'image/jpeg', 0),
(3402, 2, '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 'Tim', '', 'inherit', 'closed', 'closed', '', '3398-revision-v1', '', '', '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 3398, 'http://cbx.cappendev.com/3398-revision-v1', 0, 'revision', '', 0),
(3403, 2, '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 'Tina', '', 'publish', 'open', 'open', '', 'tina', '', '', '2018-09-27 20:30:51', '2018-09-27 20:30:51', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3403', 5, 'team', '', 0),
(3404, 2, '2018-09-27 20:30:24', '2018-09-27 20:30:24', '', 'Tina', '', 'inherit', 'open', 'closed', '', 'tina', '', '', '2018-09-27 20:30:24', '2018-09-27 20:30:24', '', 3403, 'http://cbx.cappendev.com/app/uploads/2018/09/Tina.png', 0, 'attachment', 'image/png', 0),
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(3406, 2, '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 'Tina', '', 'inherit', 'closed', 'closed', '', '3403-revision-v1', '', '', '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 3403, 'http://cbx.cappendev.com/3403-revision-v1', 0, 'revision', '', 0),
(3407, 2, '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 'Val', '', 'publish', 'open', 'open', '', 'val', '', '', '2018-09-27 20:31:44', '2018-09-27 20:31:44', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3407', 4, 'team', '', 0),
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(3410, 2, '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 'Val', '', 'inherit', 'closed', 'closed', '', '3407-revision-v1', '', '', '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 3407, 'http://cbx.cappendev.com/3407-revision-v1', 0, 'revision', '', 0),
(3411, 2, '2018-09-27 20:32:58', '2018-09-27 20:32:58', '', 'headshots__0066_Zhariff.png', '', 'inherit', 'open', 'closed', '', 'headshots__0066_zhariff-png', '', '', '2018-09-27 20:32:58', '2018-09-27 20:32:58', '', 1478, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0066_Zhariff.png.jpg', 0, 'attachment', 'image/jpeg', 0),
(3413, 2, '2018-09-27 20:33:32', '2018-09-27 20:33:32', '', 'Zhariff', '', 'inherit', 'closed', 'closed', '', '1478-revision-v1', '', '', '2018-09-27 20:33:32', '2018-09-27 20:33:32', '', 1478, 'http://cbx.cappendev.com/1478-revision-v1', 0, 'revision', '', 0),
(3414, 2, '2018-09-27 20:40:08', '2018-09-27 20:40:08', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em>\r\n\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a></p>\r\n<p style=\"text-align: center;\"><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 20:40:08', '2018-09-27 20:40:08', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0),
(3415, 2, '2018-09-27 20:42:12', '2018-09-27 20:42:12', '', 'Factory Floor 2', '', 'inherit', 'open', 'closed', '', 'factory-floor-2', '', '', '2018-09-27 20:42:12', '2018-09-27 20:42:12', '', 1131, 'http://cbx.cappendev.com/app/uploads/2018/09/Factory-Floor-2-2.jpg', 0, 'attachment', 'image/jpeg', 0),
(3416, 2, '2018-09-27 20:42:51', '2018-09-27 20:42:51', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\n<a href=\"https://www.forbes.com/sites/jefffromm/2017/01/31/how-unilever-is-winning-with-millennials-and-gen-z/#59e33cbf52fd\" target=\"_blank\" rel=\"noopener\">In a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”,</a> Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-revision-v1', '', '', '2018-09-27 20:42:51', '2018-09-27 20:42:51', '', 1131, 'http://cbx.cappendev.com/1131-revision-v1', 0, 'revision', '', 0),
(3417, 2, '2018-09-27 20:46:23', '2018-09-27 20:46:23', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\n\n<a href=\"https://www.forbes.com/sites/jefffromm/2017/01/31/how-unilever-is-winning-with-millennials-and-gen-z/#59e33cbf52fd\" target=\"_blank\" rel=\"noopener\">In a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”,</a> Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\n\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\n\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\n\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\n\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\n\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-autosave-v1', '', '', '2018-09-27 20:46:23', '2018-09-27 20:46:23', '', 1131, 'http://cbx.cappendev.com/1131-autosave-v1', 0, 'revision', '', 0),
(3418, 2, '2018-09-27 20:47:12', '2018-09-27 20:47:12', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\n\r\nIn a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”, Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-revision-v1', '', '', '2018-09-27 20:47:12', '2018-09-27 20:47:12', '', 1131, 'http://cbx.cappendev.com/1131-revision-v1', 0, 'revision', '', 0),
(3420, 2, '2018-09-27 20:59:14', '2018-09-27 20:59:14', '', 'FB_Heathers.001', '', 'inherit', 'open', 'closed', '', 'fb_heathers-001', '', '', '2018-09-27 20:59:14', '2018-09-27 20:59:14', '', 1130, 'http://cbx.cappendev.com/app/uploads/2018/08/FB_Heathers.001.jpeg', 0, 'attachment', 'image/jpeg', 0),
(3421, 2, '2018-09-27 20:59:45', '2018-09-27 20:59:45', '<em><strong>“All we want is to be treated like human beings, not to be experimented on like guinea pigs or patronized like bunny rabbits.” - Veronica Sawyer, Heathers</strong></em>\r\nThirty years ago, when Mark Zuckerberg was just another 4-year-old in Gymborees, the now cult classic movie, “Heathers,” hit the theaters. In it, a clique of quintessential mean girls, each named Heather, outwardly present themselves as the embodiment of well-intentioned social graces, while behind the scenes they fine-tune their expertise in the dark arts of social manipulation.\r\n\r\nToday Mark is one of the richest, most successful tech-entrepreneurs in the history of the world. And the company he created, Facebook, is a full-on Heather – treating the world as its very own Westerburg High.\r\n\r\nOver the past decade or so, we’ve seen Facebook go from being the cute and innocent new kid on the block, to the wunderkind for savvy marketers looking to connect with the young and educated, to the most dominant company in the world when looking to target…anyone.\r\n\r\nNow every brand out there wants Facebook as a friend or a fuck. They’re worshiped at Westerburg…. and they’re only a junior.\r\n\r\nBut their meteoric rise has come with some galactic-size problems. Journalists and industry insiders have been highly critical of The Social Network for some time now (see Kara Swisher, Jaron Lenier, Nikhil Sonnad).\r\n\r\nThoughts on the root cause of their troubles are many: a bad business model that’s predicated on manipulation, a naïve bro-culture drunk on their own Kool-Aid, the sheer unwieldy size of the global Facebook community (2B+ members). All these factors are undeniably key contributors to the hot mess the company has on its hands today. But I’ll offer up one more:\r\n\r\nFacebook is not a brand. And for those responsible for building brands, this should cause concern.\r\n\r\nUm, Did you have a brain tumor for breakfast? Interbrand listed Facebook as the 8th most valuable brand in the world (Lick it up, Disney. #14) And Zuck wrote a 6,000 word essay to introduce their wonderfully noble and ambitious purpose “to give people the power to build community and bring the world closer together” (which no doubt is memorialized in a super slick brand book, so there ya go).\r\n\r\nFacebook does, indeed, have the pieces in place to give it the appearance of being a brand. But it only exhibits the shape of the thing – in reality, it’s pure imitation. This is because, at its very core, Facebook is an algorithm. And the painful irony is that while the algorithm we call Facebook is highly effective at behavior modification and human surveillance, it has no more sense of what it means to be human than a slot machine or a satellite dish.\r\n\r\nSo, what’s your damage?\r\n\r\nFor starters, Facebook has never been willing to define exactly what it is. Insiders have described it as a social network, a social platform, an online community, even a utility. Many outsiders claim Facebook is a media company, pointing to content distribution and its ad model as evidence of its truest nature. But it’s this pattern of an unwillingness to commit to any clear definition that is most telling. The only true commitment the company has shown is to growth itself, which is a perfectly fine direction for an algorithm. But it’s deadly for a brand. Without a clear sense of self and the guardrails to keep you centered, you’re not a brand - you’re an opportunist.\r\n\r\nFacebook’s undefined “what” has led to questionable “hows.” In his new book, “10 Arguments Why You Should Delete Your Social Media Accounts Now”, Jaron Lanier, refers to products like Facebook as B.U.M.M.E.R. Machines - Behaviors of Users Modified, and Made into an Empire for Rent. Doesn’t have quite the pep of “bringing the world closer together,” does it? But it’s a much more accurate description of their model. Growth in users and time spent on Facebook is paramount. More people and more time spent means more data and more value to marketers and politicians seeking to connect with their target audience.\r\n\r\nSo how do they maximize engagement? By “exploiting vulnerability in human psychology” to make it more addictive, according to Facebook’s founding president, Sean Parker. Features such as the “like” button give you the high and positive feedback loop that makes you want to come back for more.\r\n\r\nBut even more addictive than hits of positivity are hits of rage. As J.D., the teenage anarchist in “Heathers,” points out, “The extreme always seems to make an impression.” Facebook’s algorithm is designed to continually adapt user feeds in ways that maximize engagement. And as humans, we tend to feel a greater sense of urgency to express our disgust than our gratitude. Therefore, bad behavior is often rewarded more than good. Given that, it’s no wonder the platform has been weaponized by bad actors like Alex Jones of Infowars and hostile foreign powers like Russia’s GRU. Facebook was designed for them.\r\n\r\nThe net effect has been clear. Studies show time and again that Facebook makes us feel bad. It’s become a genuine threat to liberal democracies around the world. And it has even been used as tool to distribute disinformation and hate speech that fueled mass chaos and murder in Myanmar. But hey, that’s life at Westerburg, amirite?\r\n\r\nTo be fair, Facebook has of late acknowledged the mistakes it has made and has taken some steps to address them. Alex Jones is no longer on the platform. They have invested in identifying and removing fake accounts and limiting the misinformation. But this has only come as a result of investigative journalists exposing, time and again, the glaring lack of responsibility and accountability (not to mention self-awareness) that we would ordinarily expect of a trusted brand.\r\n\r\nIn order to be a brand you not only have to state what you’re for, you have to take a stand on the things that you’re against. You have to have the courage of your convictions – especially when it’s most difficult. Patagonia’s CEO, Rose Marcario, in a recent Recode Decode interview stated, “You can’t call Facebook a community, and then say I’m the leader of this company but I have no responsibility to what happens in the community. You know?”\r\n\r\nBut I guess you can, if you’re not really a brand.\r\n\r\nWhich brings us back to their shiny new purpose: “To give people the power to build community and bring the world closer together.” It has the sound of a noble ambition but substance of a lab experiment. Giving people the power to build community is not the same as actually building community – it’s not the same as defining what community should be and taking responsibility for its impact.\r\n\r\nDoes Facebook care about the type of communities being built? If they are true or false? Benign or malignant? Peaceful or violent? Is giving the power to build white supremacist communities on par with giving the power to build knitting communities? Shouldn’t the quality of communities matter more than the sheer volume?\r\n\r\nSimilarly, progress made in bringing the world closer together doesn’t automatically need to be measured in volume and scale. It could, and rightly should, be measured in the quality of connections and the positive impact made as a result of those connections. By these standards, Facebook is a complete disaster.\r\n\r\nAnd that’s because Facebook’s code is not derived from a universal human need for community, but rather from engineers tasked with trying to own every human connection in the world – a goal that is as hollow as it is destructive.\r\n\r\nSo now ask yourself: How tight should your brand be with this Heather? When another disaster hits – and it surely will – how long before the community at Westerburg not only looks to take down the Heathers, but their enablers as well?', 'Facebook Me Gently With A Chainsaw', '', 'inherit', 'closed', 'closed', '', '1130-revision-v1', '', '', '2018-09-27 20:59:45', '2018-09-27 20:59:45', '', 1130, 'http://cbx.cappendev.com/1130-revision-v1', 0, 'revision', '', 0),
(3422, 2, '2018-09-27 21:04:07', '2018-09-27 21:04:07', '', 'NSide2016_Innovation_june8th2016_Dylan-Johnson-26', '', 'inherit', 'open', 'closed', '', 'nside2016_innovation_june8th2016_dylan-johnson-26', '', '', '2018-09-27 21:04:07', '2018-09-27 21:04:07', '', 1127, 'http://cbx.cappendev.com/app/uploads/2018/06/NSide2016_Innovation_june8th2016_Dylan-Johnson-26.jpg', 0, 'attachment', 'image/jpeg', 0),
(3423, 2, '2018-09-27 21:04:16', '2018-09-27 21:04:16', 'Last week, we immersed ourselves into the Northside Festival: a convergence of music, business, and art, that showcases the most creative minds and talent of the global innovation community. Through a series of keynotes and panel talks, the “best and brightest” congregated in North Brooklyn to share their latest insights on emerging tech, media innovations, creative design, and the culture changes emerging in our digital world.\r\nWith a constant aptitude to learn about industry trends and “the next big thing,” we spent the week carefully listening to the highly-credible speakers discuss their wisdom and future industry predictions at unique venues across Williamsburg and Greenpoint.\r\n\r\nIn true Brooklyn fashion we grabbed our 7-dollar locally-roasted coffee, popped open our tiny Macbook Airs, adjusted our Warby Parkers (ok, that one’s an exaggeration), and got to note-taking. Here are some of the trends and topics discussed:\r\n\r\n<strong>Brand Reputation</strong>\r\n<ul>\r\n 	<li>Brands are becoming patrons of culture rather than just facilitators</li>\r\n 	<li>Trust is the new currency: The New York Times has recently focused on labeling their articles more clearly to better distinguish news versus opinion pieces, resulting in better clarity for readers to help de-clutter the confusion on #fakenews.</li>\r\n 	<li>Brand loyalty can be created through proper dialogue</li>\r\n 	<li>Brands must be able to tell their story and provide meaningful connections to consumers through ad campaigns. And with dynamic formats on the rise, there is more opportunity than ever to be creative</li>\r\n 	<li>Refinery29, Inc. lives by their brand values they call the “4 I’s”: imagination, individuality, inclusivity and impact. They bring them to life through all the choices they make and what they do</li>\r\n 	<li>With the rise of social media, brands are starting to act like people, and people are starting to act like brands</li>\r\n 	<li>Brands should provide their audience with three pieces of their product to gain and sustain attention:\r\n<ul>\r\n 	<li>Media (because humans love great stories)</li>\r\n 	<li>Experience (because we enjoy coming together to tell/hear them)</li>\r\n 	<li>Artifact (to remind of, own, and share a piece of the experience)</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<strong>Sustainability as a Message:</strong>\r\n<ul>\r\n 	<li>Every individual has a role to play within their company’s sustainability efforts. We can all make personal changes and also encourage our employers to do better and make little changes that can have big impact over time.</li>\r\n 	<li>Plastic is in everything including sea salt and our water. A recent sampling of 21 different salt brands resulted in all samples showing traces of plastic.</li>\r\n 	<li>You can start to reduce plastic by eliminating straw-usage</li>\r\n 	<li>Fear based marketing doesn’t work. Environmental change should be about providing alternative solutions, like providing reusable straws and charging for plastic bags</li>\r\n 	<li>To market sustainability your message should be about how to make people feel good versus making them feel guilty</li>\r\n 	<li>Making a sustainability plan:\r\n<ul>\r\n 	<li>Start with small, achievable steps</li>\r\n 	<li>Give an incentive to people to choose the more-sustainable option</li>\r\n 	<li>Make sustainability desirable by giving it a social cache</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<strong>Creativity</strong>\r\n<ul>\r\n 	<li>Encourage design thinking across your organization. Formulate a process and provide a platform internally to encourage ideation and creative thinking.</li>\r\n 	<li>Embrace the uncomfortable as part of your creative process</li>\r\n 	<li>Create the conditions for creativity - promote laughter and fun as part of the creative process</li>\r\n 	<li>Courageous creativity is contagious</li>\r\n 	<li>Design drives revenue and growth. Start within and encourage creativity as part of your cultural DNA.</li>\r\n</ul>\r\n<strong>Health Care at the Office</strong>\r\n<ul>\r\n 	<li>Consumers are taking the initiative to take more control</li>\r\n 	<li>Massive companies are starting their own health and wellness systems and clinics (i.e. Disney, Comcast, Google, Amazon)</li>\r\n 	<li>Your wellness component should be more thought out and purposeful than something like “kombucha on tap.” For example, Google recently launched an initiative that pays for fertility treatments.</li>\r\n 	<li>The future of healthcare will be much more proactive, preventive, holistic and data driven</li>\r\n 	<li>Medical conditions like high cholesterol don’t happen overnight and preventative measures should be taken. Treatment shouldn’t be administered as an emergency with high impact drugs; it should treat as a gradual lifestyle shift to get back to normal levels</li>\r\n 	<li>Traditional health care doesn’t see mental and physical health as different—and that needs to change</li>\r\n</ul>\r\n<strong>Physical vs. Digital Experiences</strong>\r\n<ul>\r\n 	<li>The physical retail experience needs to become the bridge to the digital experience to close the loop for the consumer</li>\r\n 	<li>Video can be used as a platform to create connections and conversations with your community while also telling immersive stories</li>\r\n 	<li>Experiential starts on digital platforms with inspiration from images, video, art etc. but the real magic happens in person</li>\r\n 	<li>To accelerate innovation in retail and consumer goods, businesses need to think digital first and truly know their customer’s habits, behaviors, and attitudes</li>\r\n 	<li>Digital and real-life experiences are becoming a symbiotic circle</li>\r\n</ul>\r\n<em>To access further insights from industry events, follow our Engagement Director, Damien, on Twitter <a href=\"https://twitter.com/BranD_M_E\">@brand_me_</a></em>', 'Brooklyn Inspires @ Northside Innovation Festival', '', 'inherit', 'closed', 'closed', '', '1127-revision-v1', '', '', '2018-09-27 21:04:16', '2018-09-27 21:04:16', '', 1127, 'http://cbx.cappendev.com/1127-revision-v1', 0, 'revision', '', 0),
(3424, 2, '2018-09-27 21:06:07', '2018-09-27 21:06:07', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\n\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\n\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\n\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\n\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.\n<ul>\n 	<li>test 01</li>\n 	<li>test 02</li>\n</ul>', 'Tomorrow will be a sunny day', '', 'inherit', 'closed', 'closed', '', '90-autosave-v1', '', '', '2018-09-27 21:06:07', '2018-09-27 21:06:07', '', 90, 'http://cbx.cappendev.com/90-autosave-v1', 0, 'revision', '', 0);
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(3425, 5, '2018-09-27 21:16:32', '2018-09-27 21:16:32', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\n<strong>Meatless. Dairy Free. Alternative _____.</strong>\r\n\r\n<img class=\"alignnone size-full wp-image-3426\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Boca.jpeg\" alt=\"\" width=\"1400\" height=\"583\" />\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\n<strong>A culture Embraces Plant-Based Strengths</strong>\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\n<strong>Brands Making A Choice To Be Different\r\n</strong>\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n<img class=\"alignnone size-full wp-image-3427\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/CriticalMass2.001.jpeg\" alt=\"\" width=\"1280\" height=\"720\" />\r\n\r\n<strong>Critical mass\r\n</strong>\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n<img class=\"alignnone size-full wp-image-3428\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Califia.jpeg\" alt=\"\" width=\"960\" height=\"640\" />\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'publish', 'open', 'open', '', 'plant-based-brands-are-their-own-animal', '', '', '2018-09-27 21:18:05', '2018-09-27 21:18:05', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=3425', 0, 'thinking', '', 0),
(3426, 2, '2018-09-27 21:13:06', '2018-09-27 21:13:06', '', 'Boca', '', 'inherit', 'open', 'closed', '', 'boca', '', '', '2018-09-27 21:13:06', '2018-09-27 21:13:06', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Boca.jpeg', 0, 'attachment', 'image/jpeg', 0),
(3427, 2, '2018-09-27 21:14:03', '2018-09-27 21:14:03', '', 'CriticalMass2.001', '', 'inherit', 'open', 'closed', '', 'criticalmass2-001', '', '', '2018-09-27 21:14:03', '2018-09-27 21:14:03', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/CriticalMass2.001.jpeg', 0, 'attachment', 'image/jpeg', 0),
(3428, 2, '2018-09-27 21:14:24', '2018-09-27 21:14:24', '', 'Califia', '', 'inherit', 'open', 'closed', '', 'califia', '', '', '2018-09-27 21:14:24', '2018-09-27 21:14:24', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Califia.jpeg', 0, 'attachment', 'image/jpeg', 0),
(3429, 2, '2018-09-27 21:14:36', '2018-09-27 21:14:36', '', 'Lamb', '', 'inherit', 'open', 'closed', '', 'lamb', '', '', '2018-09-27 21:14:36', '2018-09-27 21:14:36', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Lamb.png', 0, 'attachment', 'image/png', 0),
(3430, 2, '2018-09-27 21:15:03', '2018-09-27 21:15:03', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\n<strong>Meatless. Dairy Free. Alternative _____.</strong>\r\n\r\n<img class=\"alignnone size-full wp-image-3426\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Boca.jpeg\" alt=\"\" width=\"1400\" height=\"583\" />\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\n<strong>A culture Embraces Plant-Based Strengths</strong>\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\n<strong>Brands Making A Choice To Be Different\r\n</strong>\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n<img class=\"alignnone size-full wp-image-3427\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/CriticalMass2.001.jpeg\" alt=\"\" width=\"1280\" height=\"720\" />\r\n\r\n<strong>Critical mass\r\n</strong>\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n<img class=\"alignnone size-full wp-image-3428\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Califia.jpeg\" alt=\"\" width=\"960\" height=\"640\" />\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-revision-v1', '', '', '2018-09-27 21:15:03', '2018-09-27 21:15:03', '', 3425, 'http://cbx.cappendev.com/3425-revision-v1', 0, 'revision', '', 0),
(3431, 2, '2018-09-27 21:16:38', '2018-09-27 21:16:38', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\n<strong>Meatless. Dairy Free. Alternative _____.</strong>\r\n\r\n<img class=\"alignnone size-full wp-image-3426\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Boca.jpeg\" alt=\"\" width=\"1400\" height=\"583\" />\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\n<strong>A culture Embraces Plant-Based Strengths</strong>\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\n<strong>Brands Making A Choice To Be Different\r\n</strong>\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n<img class=\"alignnone size-full wp-image-3427\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/CriticalMass2.001.jpeg\" alt=\"\" width=\"1280\" height=\"720\" />\r\n\r\n<strong>Critical mass\r\n</strong>\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n<img class=\"alignnone size-full wp-image-3428\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Califia.jpeg\" alt=\"\" width=\"960\" height=\"640\" />\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-autosave-v1', '', '', '2018-09-27 21:16:38', '2018-09-27 21:16:38', '', 3425, 'http://cbx.cappendev.com/3425-autosave-v1', 0, 'revision', '', 0),
(3432, 2, '2018-09-27 21:16:26', '2018-09-27 21:16:26', '', 'Lamb', '', 'inherit', 'open', 'closed', '', 'lamb-2', '', '', '2018-09-27 21:16:26', '2018-09-27 21:16:26', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Lamb-1.png', 0, 'attachment', 'image/png', 0),
(3433, 2, '2018-09-27 21:16:32', '2018-09-27 21:16:32', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\n<strong>Meatless. Dairy Free. Alternative _____.</strong>\r\n\r\n<img class=\"alignnone size-full wp-image-3426\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Boca.jpeg\" alt=\"\" width=\"1400\" height=\"583\" />\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\n<strong>A culture Embraces Plant-Based Strengths</strong>\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\n<strong>Brands Making A Choice To Be Different\r\n</strong>\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n<img class=\"alignnone size-full wp-image-3427\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/CriticalMass2.001.jpeg\" alt=\"\" width=\"1280\" height=\"720\" />\r\n\r\n<strong>Critical mass\r\n</strong>\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n<img class=\"alignnone size-full wp-image-3428\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Califia.jpeg\" alt=\"\" width=\"960\" height=\"640\" />\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-revision-v1', '', '', '2018-09-27 21:16:32', '2018-09-27 21:16:32', '', 3425, 'http://cbx.cappendev.com/3425-revision-v1', 0, 'revision', '', 0),
(3434, 2, '2018-09-27 21:17:57', '2018-09-27 21:17:57', '', 'Lamb', '', 'inherit', 'open', 'closed', '', 'lamb-3', '', '', '2018-09-27 21:17:57', '2018-09-27 21:17:57', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Lamb.jpg', 0, 'attachment', 'image/jpeg', 0),
(3435, 2, '2018-09-27 21:18:05', '2018-09-27 21:18:05', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\n<strong>Meatless. Dairy Free. Alternative _____.</strong>\r\n\r\n<img class=\"alignnone size-full wp-image-3426\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Boca.jpeg\" alt=\"\" width=\"1400\" height=\"583\" />\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\n<strong>A culture Embraces Plant-Based Strengths</strong>\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\n<strong>Brands Making A Choice To Be Different\r\n</strong>\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n<img class=\"alignnone size-full wp-image-3427\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/CriticalMass2.001.jpeg\" alt=\"\" width=\"1280\" height=\"720\" />\r\n\r\n<strong>Critical mass\r\n</strong>\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n<img class=\"alignnone size-full wp-image-3428\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/Califia.jpeg\" alt=\"\" width=\"960\" height=\"640\" />\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-revision-v1', '', '', '2018-09-27 21:18:05', '2018-09-27 21:18:05', '', 3425, 'http://cbx.cappendev.com/3425-revision-v1', 0, 'revision', '', 0),
(3436, 2, '2018-09-27 21:19:52', '2018-09-27 21:19:52', '', 'Thinking', '', 'inherit', 'closed', 'closed', '', '9-revision-v1', '', '', '2018-09-27 21:19:52', '2018-09-27 21:19:52', '', 9, 'http://cbx.cappendev.com/9-revision-v1', 0, 'revision', '', 0),
(3437, 2, '2018-09-27 21:21:02', '2018-09-27 21:21:02', 'Generation Z, the generation after millennials, is the first generation that has truly grown up in a purely technology-driven world.\r\nAccordingly, Gen Z — more so than any other generation — is primed to respond strongly to technology offerings. Tech is an important tool to gain and keep these consumers.\r\n\r\nConvenience store retailers must remember \"this generation, even more so than millennials, has only known a mobile world,\" noted David Brewis, chief marketing officer at New York-based Amplience, a provider of ecommerce retail solutions.\r\n\r\n\"While it’s no secret that traditional brick-and-mortar retailers are being pushed to embrace omnichannel models, they’re now going to have to capture this new generation of shoppers on mobile first,\" he explained.\r\n\r\nGeneration Z — made up of those born from the mid-1990s to the early 2000s — currently accounts for 25 percent of the U.S. population, making it a larger cohort than baby boomers or millennials. Ranging in age from pre-tween to 21, they already claim more than $40 billion in buying power and are predicted to be the driving force of the consumer world by 2020.\r\n\r\nIf retailers want to connect with Gen Z shoppers, they need to \"meet them where they’re at and create an engaging experience connecting physical and digital realms — namely, through the smartphones these consumers already carry with them,\" said Davor Sutija, CEO of Thinfilm, a NFC mobile marketing solutions provider.\r\n\r\nGen Z shoppers are becoming the trendsetters and tastemakers in society.\r\n\"They’re increasingly looking for more interactive and personalized ways to shop, with online platforms like search engines, social media and ecommerce marketplaces changing the game for these digitally-savvy consumers and the retail world at-large,\" Sutija said.\r\n\r\n<strong>ALL ABOUT SOCIAL MEDIA</strong>\r\nGen Z is \"all about social media,\" according to Todd Maute, partner at New York-based brand agency CBX. He recommends c-stores put their brand out there in a way that is both meaningful and emotional to get Gen Z to respond. Working with \"influencers\" can be a part of the strategy.\r\n\r\n\"In particular, video gamers’ fast-paced lifestyles dovetail very well with the offerings of c-stores,\" Maute told Convenience Store News. \"Pro-gamers reach massive online audiences: L.A.-based gamer and YouTube star Mark Fischbach, for example, reportedly made more than $12 million last year. He now has more than 21 million subscribers. The right influencer collaborations certainly can bolster a c-store brand’s resonance with Gen Z.\"\r\n\r\nMarketing expert Angie Read agrees that the best way to capture this generation is to feature a social media influencer who is \"their age, music and humor.\"\r\n\r\nRead is the co-author of Marketing to Gen Z: The Rule for Reaching This Vast — and Very Different — Generation of Influencers, a recently released report from FutureCast.\r\n\r\n\"Gen Z doesn’t watch television like older generations, so don’t waste advertising budgets on traditional TV ads,\" Read said. \"They do, however, voraciously consume digital media and, while they skip traditional ads at nearly all cost, they will sit through ads they find entertaining. They have a short attention span — 8 seconds or less.\"\r\n\r\nOriginally published by <a href=\"https://csnews.com/if-youre-looking-attract-gen-z-technology-way\" target=\"_blank\" rel=\"noopener\">Convenience Store News</a>', 'If You\'re Looking to Attract Gen Z, Technology Is the Way', '', 'inherit', 'closed', 'closed', '', '2309-revision-v1', '', '', '2018-09-27 21:21:02', '2018-09-27 21:21:02', '', 2309, 'http://cbx.cappendev.com/2309-revision-v1', 0, 'revision', '', 0),
(3438, 2, '2018-09-27 21:22:51', '2018-09-27 21:22:51', '', '2017-10-10-17.10.31-1080x675-632x420', '', 'inherit', 'open', 'closed', '', '2017-10-10-17-10-31-1080x675-632x420', '', '', '2018-09-27 21:22:51', '2018-09-27 21:22:51', '', 2307, 'http://cbx.cappendev.com/app/uploads/2018/05/2017-10-10-17.10.31-1080x675-632x420.jpg', 0, 'attachment', 'image/jpeg', 0),
(3439, 2, '2018-09-27 21:23:16', '2018-09-27 21:23:16', 'In today’s digitally inclined and rapidly changing shopping landscape, strong brands can help pet retailers come to terms with the increasingly purpose- and values-driven mindset of the consumer. Simply put, today’s consumers have shifted from buying brands to “buying into” them. Now more than ever, brands represent users’ values, beliefs and points of view. Because of this, both private-label and mainline brands need to think more about the types of conversations they can initiate with consumers.\r\nStrong brands can even help retailers adapt to the forces of disruption that are reshaping retail, from the rise of the millennials, to the growing popularity of Amazon Alexa. In the pet category, the potential rewards for getting this right are high indeed: According to the 2017-2018 National Pet Owners Survey by the American Pet Products Association, 68 percent of U.S. households now own pets, and Americans spent nearly $69.4 billion on pet products in 2017. To win market share, retailers need highly targeted strategies. Here are some key considerations:\r\n\r\n<strong>Demographics</strong>\r\nMillennials are the country’s largest living generation. In 2016, there were an estimated 79.8 million millennials compared with 74.1 million baby boomers. While they dominate the population, millennials are having the hardest time economically, with 36 percent saying they have difficulty affording groceries. Those aging baby boomers, meanwhile, still wield a lot of spending power even as the rest of the population continues to gray (98.2 million people will be over 65 years old by 2050). Older consumers strive to be frugal, especially on commoditized essentials. Lastly, the middle class continues to shrink: According to Pew Research, half of U.S. adults belong to middle-income households, as opposed to 61 percent back in 1970. All of this points to one thing: value will continue to matter.\r\n\r\n<strong>Tech Innovation</strong>\r\nTechnology is transforming retail. Americans are not only going online more often, but more of them are also buying online on a weekly basis. According to industry research, mobile payments for online goods and services will grow over the next five years from an estimated 453 million global users in 2014 to nearly 2.1 billion users in 2019. Meanwhile, researchers estimate that 22.5 million connected products will be in American homes by 2020, with Amazon Alexa’s sales rising to 11 million units sold over just the last year. Pet products are ideal for automatic online renewal. How will your brand look on an iPhone X? And what kind of personalized and connected cross-channel experiences are you offering?\r\n\r\n<strong>Informed Consumers</strong>\r\nIncreasingly, we see consumers looking to online articles, reviews, forums and even the Amazon comments section to learn about and discuss products and services. As part of this, they want to know about a brand’s values. Packaging for Open Farm, a family-run pet food business based in Toronto, includes barcodes that let shoppers see sources right down to specific farms. This reinforces the attribute of being ethically conscious. Highlighting your corporate responsibility is always a good idea, as cause-oriented brands like Warby Parker and REI have learned.\r\n\r\n<strong>Packaging</strong>\r\nPackaging is a key communication channel across retail, but especially in pets. Walk the aisles of any major pet retailer today and it is easy to see how advanced packaging has become. Pet food is now a complex category, with products based on life stage, gluten-free, grain-free, made in the USA and more. Strong packaging also clearly establishes tiers such as value, premium or super-premium. Brands need great packaging quality and clarity.\r\n\r\nMeanwhile, the term experiential retail is all the rage. Shopping for, buying and using products amounts to an experience for consumers. Carefully target your consumer, provide great packaging with a strong message and merge your strategy with evolving trends. These steps will encourage shoppers to identify with your store’s brands, develop strong loyalty and keep coming back for more.\r\n\r\nOriginally published by <a href=\"https://www.petage.com/strong-brands-help-retailers-adapt-to-change/\">Pet Age</a>', 'Strong Brands Help Retailers Adapt to Change', '', 'inherit', 'closed', 'closed', '', '2307-revision-v1', '', '', '2018-09-27 21:23:16', '2018-09-27 21:23:16', '', 2307, 'http://cbx.cappendev.com/2307-revision-v1', 0, 'revision', '', 0),
(3440, 2, '2018-09-27 21:24:33', '2018-09-27 21:24:33', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\n\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\n\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\n\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\n\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\n\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\n\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\n\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\n\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\n\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\n\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\n\n<strong>Brands in Action\n</strong>\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\n\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\n\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\n\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\n\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\n\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\n\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\n\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\n\n<strong>Tech Talk\n</strong>\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\n\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\n\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\n\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\n\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\n\n<strong>PoP in a Digital Age\n</strong>\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\n\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\n\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\n\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\n\nOriginally published by <a href=\"http://www.bxpmagazine.com/article/itching-impulse\">BXP Magazine</a>', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'inherit', 'closed', 'closed', '', '2308-autosave-v1', '', '', '2018-09-27 21:24:33', '2018-09-27 21:24:33', '', 2308, 'http://cbx.cappendev.com/2308-autosave-v1', 0, 'revision', '', 0),
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(3442, 2, '2018-09-27 21:25:19', '2018-09-27 21:25:19', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\r\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\r\n\r\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\r\n\r\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\r\n\r\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\r\n\r\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\r\n\r\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\r\n\r\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\r\n\r\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\r\n\r\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\r\n\r\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\r\n\r\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\r\n\r\n<strong>Brands in Action\r\n</strong>\r\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\r\n\r\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\r\n\r\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\r\n\r\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\r\n\r\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\r\n\r\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\r\n\r\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\r\n\r\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\r\n\r\n<strong>Tech Talk\r\n</strong>\r\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\r\n\r\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\r\n\r\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\r\n\r\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\r\n\r\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\r\n\r\n<strong>PoP in a Digital Age\r\n</strong>\r\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\r\n\r\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\r\n\r\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\r\n\r\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\r\n\r\nOriginally published by <a href=\"http://www.bxpmagazine.com/article/itching-impulse\">BXP Magazine</a>', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'inherit', 'closed', 'closed', '', '2308-revision-v1', '', '', '2018-09-27 21:25:19', '2018-09-27 21:25:19', '', 2308, 'http://cbx.cappendev.com/2308-revision-v1', 0, 'revision', '', 0),
(3443, 2, '2018-09-27 21:31:52', '2018-09-27 21:31:52', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\n\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\n\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\n\n<strong>Extras Aren’t Extraneous</strong>\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\n\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\n\n<strong>Case Study:</strong> This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\n\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one <strong>(1)</strong>.\n\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\n\n<strong>Think “Universal” for Product Design</strong>\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use <strong>(2)</strong>. Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\n\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\n\n<strong>References</strong>\n<strong>1</strong> Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\n\n<strong>2</strong> The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\n\nOriginally published by <a href=\"http://www.bioprocessintl.com/2018/elucidation-your-brand-is-the-patients-experience/\">BioProcess International</a>', 'Your Brand Is the Patient’s Experience', '', 'inherit', 'closed', 'closed', '', '2306-autosave-v1', '', '', '2018-09-27 21:31:52', '2018-09-27 21:31:52', '', 2306, 'http://cbx.cappendev.com/2306-autosave-v1', 0, 'revision', '', 0),
(3444, 2, '2018-09-27 21:33:24', '2018-09-27 21:33:24', '', 'belsomra', '', 'inherit', 'open', 'closed', '', 'belsomra', '', '', '2018-09-27 21:33:24', '2018-09-27 21:33:24', '', 2306, 'http://cbx.cappendev.com/app/uploads/2018/04/belsomra.jpg', 0, 'attachment', 'image/jpeg', 0),
(3445, 2, '2018-09-27 21:33:39', '2018-09-27 21:33:39', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\r\n\r\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\r\n\r\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\r\n\r\n<strong>Extras Aren’t Extraneous</strong>\r\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\r\n\r\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\r\n\r\n<strong>Case Study:</strong> This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\r\n\r\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one <strong>(1)</strong>.\r\n\r\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\r\n\r\n<strong>Think “Universal” for Product Design</strong>\r\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use <strong>(2)</strong>. Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\r\n\r\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\r\n\r\n<strong>References</strong>\r\n<strong>1</strong> Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\r\n\r\n<strong>2</strong> The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\r\n\r\nOriginally published by <a href=\"http://www.bioprocessintl.com/2018/elucidation-your-brand-is-the-patients-experience/\">BioProcess International</a>', 'Your Brand Is the Patient’s Experience', '', 'inherit', 'closed', 'closed', '', '2306-revision-v1', '', '', '2018-09-27 21:33:39', '2018-09-27 21:33:39', '', 2306, 'http://cbx.cappendev.com/2306-revision-v1', 0, 'revision', '', 0),
(3446, 2, '2018-09-27 21:39:43', '2018-09-27 21:39:43', '', 'Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2', '', 'inherit', 'open', 'closed', '', 'fuse-twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-2', '', '', '2018-09-27 21:39:43', '2018-09-27 21:39:43', '', 1122, 'http://cbx.cappendev.com/app/uploads/2018/04/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2.jpg', 0, 'attachment', 'image/jpeg', 0),
(3447, 2, '2018-09-27 21:39:48', '2018-09-27 21:39:48', 'Gaining new insight on design and brand strategy is essential for us to continue to be experts and innovators in our field. That’s why we sent our Engagement Director, Damien Moore-Evans, to the Fuse 2018 conference to observe the latest tools and knowledge leveraged by some of the top performers in the industry.\r\nA spotlight on pioneers and scene-stealers from both well-known brands and design startups, Fuse set to “celebrate disruptors and game changers within iconic and startup companies. Those who are changing the face of design and the way consumers experience and interact with the brand.”\r\n\r\nWith the fairly unpredictable nature of this industry, we understand the need for brands to cater to the ever-changing consumer. Even the most well-recognized brands have to be open to modifications, and we’ve seen it firsthand with recent redesigns including our work for Cheerios, Land O’Lakes, and Pillsbury. Many speakers at the conference stressed this importance for change, and the conference also included a multitude of other tips on how brands can stay at the top of their game.\r\n\r\n<strong>Here are some of our favorite takeaways:</strong>\r\n<ul>\r\n 	<li>Data-driven content is the only way to avoid failing behind</li>\r\n 	<li>Pantone: Color is the first thing you communicate. Make it the most important part of your design strategy. It is a way to connect and reflects what is happening in a particular culture and time</li>\r\n 	<li>Microsoft: Human-centered Design thinking (HCD) Is more important than user-centered design (UCD)</li>\r\n 	<li>“We’re fortunate to be in the business of wanting and having not needing. We do what we do for the connoisseur - not the consumer.” –Nike</li>\r\n 	<li>L’Oreal’s tips for today’s design leaders:\r\n<ul>\r\n 	<li>Think of design not as a discipline, but as experience</li>\r\n 	<li>Understand the business and be curious</li>\r\n 	<li>Challenge the status quote by reframing</li>\r\n 	<li>Be a Design Nomad!</li>\r\n</ul>\r\n</li>\r\n 	<li>Chobani: design is meaningful and inspires brand stories. It also speaks to the beliefs, wants, and means of customers</li>\r\n 	<li>Charity Water: choose to focus on hope rather than guilt. Photos should be rooted in hope, joy, and dignity.</li>\r\n 	<li>Hello Fresh: Do what’s right for your customers and don’t try to follow trends. They will pass.</li>\r\n 	<li>“We wanted to build a brand. Brands build relationships.” –Warby Parker</li>\r\n 	<li>User experience (UX) will be at the center of all activity driving marketing, technology operations and retail. One mustn’t forget that brand is likely to define UX, which means brands need to deliver a cohesive and coherent UX across all touch points.</li>\r\n 	<li>People remember stories, not ideas</li>\r\n 	<li>Two simple tips for great branding – Evolve and Surprise</li>\r\n 	<li>“If the story is compelling, people will build the road toward it.” – Robert Wong, VP Google Creative Labs</li>\r\n 	<li>Instagram’s approach to design thinking:\r\n<ul>\r\n 	<li>Consistency (across the product and UX)</li>\r\n 	<li>Clarity (use universally recognized functions and be clear)</li>\r\n 	<li>Constraint (limited and logically grouped functions)</li>\r\n 	<li>Design is the creation of desirable change</li>\r\n</ul>\r\n</li>\r\n 	<li>Purpose brings focus to a business, rallies leadership around a strong sense of direction, and helps staff to feel involved and motivated.</li>\r\n</ul>', 'Fuse 2018: A Deep Dive into Design and Consumer Brand Experience', '', 'inherit', 'closed', 'closed', '', '1122-revision-v1', '', '', '2018-09-27 21:39:48', '2018-09-27 21:39:48', '', 1122, 'http://cbx.cappendev.com/1122-revision-v1', 0, 'revision', '', 0),
(3448, 2, '2018-09-27 21:41:50', '2018-09-27 21:41:50', '<strong>Recently, we sent out Engagement Director, Damien Moore-Evans, to Chicago to attend Global Shop 2018</strong>, “the nation’s largest retail design industry trade show, which combines store design, visual merchandising, retail technology and shopper marketing leaders under one roof.” From our work redesigning the flagship Houston location of Saks Fifth Avenue, to more recently creating the bakery of our dreams for New York’s favorite miniature cupcake, Baked by Melissa, we’ve been thinking a lot lately about store experiences, community spaces, and the evolution of the brick-and-mortar. While the debate will undoubtedly continue on the path of the ‘store of the future,’ we’re pretty certain what we witnessed and heard at Global Shop will resonate in the years to come.\n\n<strong>Here were the most interesting findings from Damien:</strong>\n<ul>\n 	<li>Gen Z is shaped by 911, cyber bullying, and unpredictable political climate. In spite of this, they are ambitious realists.</li>\n 	<li>64% cited shared values with a brand for the reason they engaged with that particular brand –Harvard Business Review</li>\n 	<li>From showrooms to ‘Do-rooms,’ retailers are making a bigger push for overall better shopping experiences -Eight Inc.</li>\n 	<li>The expectation economy continues on. Brands are shifting their behaviors to better coincide with shifting consumer expectations and behaviors.</li>\n 	<li>The future of retail is physical – the goal for brands must be to design “human experiences,” putting the human at the center.</li>\n 	<li>Defining the meaning of a ‘store’ today means behaving more experiential rather than transactional. A key consideration for brands should be to think about how to educate the customer on new products</li>\n 	<li>It\'s important for brands to be comfortable with launching imperfect products in the marketplace, allowing time to perfect.</li>\n 	<li>Retailers need to focus on shifting their innovation strategy in order to stay relevant and distinctive within the culture.</li>\n 	<li>Physical retail is not dying but rather shifting its presence.</li>\n 	<li>goPuff was introduced courtesy of Hershey’s – they displayed a fantastic VR experience, providing the “quick fix” that many of us want from candy. This is potentially the future of the convenience store experience.</li>\n 	<li>VR for brand storytelling is being used to promote new brand features and share impactful stories, i.e. in some Toms stores now, you can experience the village / meet the people that receive a pair of Toms when you buy a pair – bringing the experience to life.</li>\n 	<li>For the consumer market VR opportunity - retailers are seeking innovative ways to deliver memorable experiences</li>\n 	<li>With VR, we have the opportunity to create highly engaging experiences that consistently surprise, i.e. be “Virtually Amazing”</li>\n 	<li>Hardware, software, and design leaders should collaborate to overcome obstacles and make VR accessible.</li>\n 	<li>Telling a great brand story is important but the strength lies with telling a true and authentic brand story – if you achieve this, you can win forever.</li>\n 	<li>Many stores nowadays have forgotten about the customer. However, there are some exceptions: every Kendra Acott store is dedicated to the community it serves. “Those real world connections can insulate a brand from market turns.”-Tom Nolan, WWD, Global Shop keynote</li>\n 	<li>We must remember it’s not literally about the ‘brick-and-mortar,’ but rather what’s on the inside.</li>\n 	<li>Brands should try to remember that the ultimate measure of success is the impact you can have on people\'s lives. In customer service you can innovate everyday, whether it be in conversation with a customer or with a handwritten note to close the transaction.</li>\n</ul>', 'A Glimpse into the Future of Retail Experience', '', 'inherit', 'closed', 'closed', '', '1120-autosave-v1', '', '', '2018-09-27 21:41:50', '2018-09-27 21:41:50', '', 1120, 'http://cbx.cappendev.com/1120-autosave-v1', 0, 'revision', '', 0),
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(3450, 2, '2018-09-27 21:42:17', '2018-09-27 21:42:17', '<strong>Recently, we sent out Engagement Director, Damien Moore-Evans, to Chicago to attend Global Shop 2018</strong>, “the nation’s largest retail design industry trade show, which combines store design, visual merchandising, retail technology and shopper marketing leaders under one roof.” From our work redesigning the flagship Houston location of Saks Fifth Avenue, to more recently creating the bakery of our dreams for New York’s favorite miniature cupcake, Baked by Melissa, we’ve been thinking a lot lately about store experiences, community spaces, and the evolution of the brick-and-mortar. While the debate will undoubtedly continue on the path of the ‘store of the future,’ we’re pretty certain what we witnessed and heard at Global Shop will resonate in the years to come.\r\n\r\n<strong>Here were the most interesting findings from Damien:</strong>\r\n<ul>\r\n 	<li>Gen Z is shaped by 911, cyber bullying, and unpredictable political climate. In spite of this, they are ambitious realists.</li>\r\n 	<li>64% cited shared values with a brand for the reason they engaged with that particular brand –Harvard Business Review</li>\r\n 	<li>From showrooms to ‘Do-rooms,’ retailers are making a bigger push for overall better shopping experiences -Eight Inc.</li>\r\n 	<li>The expectation economy continues on. Brands are shifting their behaviors to better coincide with shifting consumer expectations and behaviors.</li>\r\n 	<li>The future of retail is physical – the goal for brands must be to design “human experiences,” putting the human at the center.</li>\r\n 	<li>Defining the meaning of a ‘store’ today means behaving more experiential rather than transactional. A key consideration for brands should be to think about how to educate the customer on new products</li>\r\n 	<li>It\'s important for brands to be comfortable with launching imperfect products in the marketplace, allowing time to perfect.</li>\r\n 	<li>Retailers need to focus on shifting their innovation strategy in order to stay relevant and distinctive within the culture.</li>\r\n 	<li>Physical retail is not dying but rather shifting its presence.</li>\r\n 	<li>goPuff was introduced courtesy of Hershey’s – they displayed a fantastic VR experience, providing the “quick fix” that many of us want from candy. This is potentially the future of the convenience store experience.</li>\r\n 	<li>VR for brand storytelling is being used to promote new brand features and share impactful stories, i.e. in some Toms stores now, you can experience the village / meet the people that receive a pair of Toms when you buy a pair – bringing the experience to life.</li>\r\n 	<li>For the consumer market VR opportunity - retailers are seeking innovative ways to deliver memorable experiences</li>\r\n 	<li>With VR, we have the opportunity to create highly engaging experiences that consistently surprise, i.e. be “Virtually Amazing”</li>\r\n 	<li>Hardware, software, and design leaders should collaborate to overcome obstacles and make VR accessible.</li>\r\n 	<li>Telling a great brand story is important but the strength lies with telling a true and authentic brand story – if you achieve this, you can win forever.</li>\r\n 	<li>Many stores nowadays have forgotten about the customer. However, there are some exceptions: every Kendra Acott store is dedicated to the community it serves. “Those real world connections can insulate a brand from market turns.”-Tom Nolan, WWD, Global Shop keynote</li>\r\n 	<li>We must remember it’s not literally about the ‘brick-and-mortar,’ but rather what’s on the inside.</li>\r\n 	<li>Brands should try to remember that the ultimate measure of success is the impact you can have on people\'s lives. In customer service you can innovate everyday, whether it be in conversation with a customer or with a handwritten note to close the transaction.</li>\r\n</ul>', 'A Glimpse into the Future of Retail Experience', '', 'inherit', 'closed', 'closed', '', '1120-revision-v1', '', '', '2018-09-27 21:42:17', '2018-09-27 21:42:17', '', 1120, 'http://cbx.cappendev.com/1120-revision-v1', 0, 'revision', '', 0),
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(3453, 2, '2018-09-27 21:52:20', '2018-09-27 21:52:20', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-09-27 21:52:20', '2018-09-27 21:52:20', '', 62, 'http://cbx.cappendev.com/62-revision-v1', 0, 'revision', '', 0),
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(3455, 2, '2018-09-27 21:58:00', '2018-09-27 21:58:00', '', 'Design that’s good<br> for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-09-27 21:58:00', '2018-09-27 21:58:00', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0),
(3456, 2, '2018-09-27 22:04:08', '2018-09-27 22:04:08', '', 'casestudy_IMG3_jason_short', '', 'inherit', 'open', 'closed', '', 'casestudy_img3_jason_short', '', '', '2018-09-27 22:04:08', '2018-09-27 22:04:08', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/casestudy_IMG3_jason_short.jpg', 0, 'attachment', 'image/jpeg', 0),
(3457, 2, '2018-09-27 22:04:32', '2018-09-27 22:04:32', '', 'Wellness as<br> second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-09-27 22:04:32', '2018-09-27 22:04:32', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0),
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(3460, 2, '2018-09-27 22:09:41', '2018-09-27 22:09:41', 'When you visit <a href=\"http://www.starbucks.com/\" target=\"_blank\" rel=\"noopener\">Starbucks.com</a>, the “Responsibility” tab is front and center. Click on it, and you’ll find nearly 30 different links under headings such as “Community,” “Environment” and “Ethical Sourcing,” along with a 19-page Global Responsibility Report for those who would take an even deeper dive into the company’s practices. Starbucks, in other words, makes a real effort to walk the talk of responsibility. And yet, when the company launched its <a href=\"https://twitter.com/search?q=%23racetogether&amp;src=typd\" target=\"_blank\" rel=\"noopener\">#RaceTogether</a> campaign back in March, the mockery was swift and merciless. The plan, as we all remember, was for baristas to write “Race Together” on customers’ cups in an effort to spark dialog about race in America.\r\nUnfortunately for Starbucks, #RaceTogether is now synonymous with #PRdebacles.\r\n\r\nSo what happened? How could Starbucks have gotten it so wrong? In the age of the self-aware consumer, brands have no choice but to engage with their customers on the issues of our time, right?\r\n\r\nThe risk lies in losing track of the all-important difference between integrity, an objective state of being, and the far-more-subjective sphere of morality/ethics. When brands focus on achieving the integrity of their purpose (making whole on their promise), these campaigns tend to get results. When brands stray into opportunistic preaching or moralizing, the response from consumers is often “Who the hell do you think you are?”\r\n\r\nHarvard University business professor Michael Jensen puts it best when he defines integrity as “a state or condition of being whole, complete, unbroken.” Morality and ethics, by contrast, are normative, subjective concepts: What is moral or ethical to someone in the Bay Area might be immoral or unethical to somebody in the Bible Belt. By contrast, integrity—or the lack of it—is objective and easy to spot. It either exists or it doesn’t. Chipotle Mexican Grill, for instance, routinely talks about the high quality of its grass-fed beef and humanely raised pork. If the chain were to be busted for lying about its food sources, we would all see this as a breach of integrity, regardless of what we happened to think about the morality or ethics of eating conventional beef, pork and poultry. (And in fact, Chipotle’s integrity is now under fire: The chain faces a <a href=\"http://www.msn.com/en-us/money/companies/lawsuit-claims-chipotle-has-been-deceiving-customers/ar-AAdPKEx?ocid=mailsignout\" target=\"_blank\" rel=\"noopener\">class action</a>  alleging it has been deceptive about being GMO-free.)\r\n\r\nTherefore, with regard to campaigns prioritize and highlight the great things your brand does to make good on its promises. Resist the impulse to try to boost your brand’s cachet by taking stances you believe will be popular or politically correct—especially if those stances are largely unrelated to your core purpose.\r\n\r\nIn the age of the self-aware consumer, complying with the radically varying moral demands of diverse audiences is impossible. However, any company can look within and focus sincerely on making sure its brands have integrity. These internally consistent, honest stories then become building blocks for campaigns that will boost customer loyalty over the long term—and keep you out of #PRdebacles on Twitter.\r\n\r\nOriginally published in <a href=\"http://www.commpro.biz/public-relations/avoiding-prdebacles-integrity-is-the-key-to-brand-campaigns-that-never-backfire/\" target=\"_blank\" rel=\"noopener\">CommPRO.biz</a>.\r\n\r\nPhoto courtesy of <a href=\"http://www.finerminds.com/consciousness-awareness/integrity-honesty/\" target=\"_blank\" rel=\"noopener\">finerminds.com</a>.', '\'Avoiding #PRdebacles’: Integrity is the Key to Brand Campaigns That Never Backfire', '', 'inherit', 'closed', 'closed', '', '2127-autosave-v1', '', '', '2018-09-27 22:09:41', '2018-09-27 22:09:41', '', 2127, 'http://cbx.cappendev.com/2127-autosave-v1', 0, 'revision', '', 0),
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(3462, 1, '2018-09-28 13:26:09', '2018-09-28 13:26:09', '', 'From simply cereal<br> to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-28 13:26:09', '2018-09-28 13:26:09', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0),
(3463, 1, '2018-09-28 13:27:58', '2018-09-28 13:27:58', '', 'From simply cereal<br> to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-28 13:27:58', '2018-09-28 13:27:58', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0),
(3464, 2, '2018-09-28 14:30:35', '2018-09-28 14:30:35', '', 'Deep Rooted<br> Beauty', '', 'inherit', 'closed', 'closed', '', '2552-revision-v1', '', '', '2018-09-28 14:30:35', '2018-09-28 14:30:35', '', 2552, 'http://cbx.cappendev.com/2552-revision-v1', 0, 'revision', '', 0),
(3465, 2, '2018-09-28 14:30:43', '2018-09-28 14:30:43', '', 'A Modern<br> Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-28 14:30:43', '2018-09-28 14:30:43', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0),
(3466, 2, '2018-09-28 15:52:52', '2018-09-28 15:52:52', '<em>At our third <strong>#StraightTalk</strong> event, we welcomed <strong>Evan Minskoff, Head of Marketing at <a href=\"https://www.tumblr.com/\" target=\"_blank\" rel=\"noopener\">Tumblr</a></strong> and <strong>Bryan Tucker, Co-Founder of </strong> <a href=\"https://thekicker.com/\" target=\"_blank\" rel=\"noopener\"><strong>The Kicker</strong></a> and<strong> Head Writer at <a href=\"https://www.nbc.com/saturday-night-live\" target=\"_blank\" rel=\"noopener\">Saturday Night Live</a></strong> to discuss content and culture with <a href=\"https://www.linkedin.com/in/dustinlongstreth/\" target=\"_blank\" rel=\"noopener\"><strong>CBX’s CMO, Dustin Longstreth</strong></a>. Before we kicked off the evening, we grabbed each of them for a quick-fire <strong>“Q&amp;A With,”</strong> which we’ll be publishing separately.</em>\r\n<em>First up is <strong>Bryan Tucker</strong>, whose background reads like comedy gold: stand-up comedian and sketch actor, comedy writer for TV sketch shows including <strong>The Chris Rick Show</strong> and <strong>Chapelle’s Show</strong>. He is a nine-time Emmy nominee and the recipient of a <strong>Peabody Award</strong> and three <strong>Writers Guild Awards</strong>. Currently, when he’s not writing skits for <strong>Saturday Night Live</strong>, he is Editor in Chief of the sports comedy content website, <strong>The Kicker</strong>. In short, the guy knows content.</em>\r\n\r\n<em>With Bryan, we were keen to get his unique point of view on the power and value of content in today’s information-rich and digitally-perpetuated landscape. Having created content for a variety of mediums for both a massive brand such as <strong>Saturday Night Live</strong> and a more nascent brand such as <strong>The Kicker</strong>, what was his take on how audiences interacted with brands nowadays? And more importantly, what is the role of brands in all of this?</em>\r\n\r\n&nbsp;\r\n<p class=\"p1\"><strong><span class=\"s1\">1.Tell us about The Kicker.</span></strong></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Bryan:</strong> The Kicker is a sports comedy vertical, started by Above Average which is the digital arm from Lorne Michaels, the creator of Saturday Night Live. I helped create it because I believed there was an audience for this who were, at the time, underserved. We work with many brands and leagues.</span></p>\r\n<p class=\"p1\"><strong><span class=\"s1\">2.What is the role of a media platform in today’s content-rich digital landscape?</span></strong></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Bryan:</strong> I’ve been at Saturday Night Live for 13 years and have witnessed the growth and evolution of digital comedy. When The Kicker first started, Youtube and Facebook were in its early stages and served as platforms to help share our content. Now we’re programming specifically FOR those platforms and the content we create varies for each of them- Twitter, Youtube, Instagram- it’s all very different. Brands will now come to us and say this is a “Facebook play” or a “Youtube play” so because of this, the platforms have become more involved in telling us what to do rather than us using them to do what we want.</span></p>\r\n<p class=\"p1\"><strong><span class=\"s1\">3.What is the significance of content to audiences today?</span></strong></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Bryan:</strong> Things have become more narrowcast and you have to work with more specificity. Unlike Saturday Night Live which is such a big tent brand, today’s landscape means creating content for more narrow groups - we have The Kicker creating sports comedy, The Reductress creating comedy for younger women and so on. We are finding that being specific is how you cultivate a loyal audience because you’re programming for them.</span></p>\r\n<p class=\"p1\"><strong><span class=\"s1\">4.What is the role of brands in the content/audience relationship?</span></strong></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Bryan:</strong> Brands have become more conscious of the mediums and understand the importance of programming for different platforms. Additionally, they are more willing to work with us to integrate their brands into the content- aiming to make it entertaining first, messaging second. They’ll come to us with their message but then ask us how we can help them deliver that message across in a way that makes sense for the platform and the audience.</span></p>\r\n<p class=\"p1\"><strong><span class=\"s1\">5. For both of your brands- Saturday Night Live and The Kicker- what are the short and long terms goals of the content for audiences?</span></strong></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Bryan:</strong> Saturday Night Live has been on for 43 years and is a well-known brand everyone has an opinion on. Most of what we do digitally is to help support the central show and brand. For The Kicker, we are programming for all types of mediums with the intention to get it out in different ways. It’s not necessarily to help one central brand; The Kicker is a more fluid brand that shifts depending on the brand we’re currently working with at the time. With Saturday Night Live, it always goes back to the show.  </span></p>\r\n&nbsp;\r\n\r\n<em><strong>**Stay tuned as we\'ll be posting Evan\'s Q&amp;A soon as well as the full video from our #StraightTalk event!</strong></em>', 'Q&A with Bryan Tucker, Editor in Chief of The Kicker & Co-Head Writer of Saturday Night Live', '', 'inherit', 'closed', 'closed', '', '1116-revision-v1', '', '', '2018-09-28 15:52:52', '2018-09-28 15:52:52', '', 1116, 'http://cbx.cappendev.com/1116-revision-v1', 0, 'revision', '', 0);
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(3467, 2, '2018-09-28 16:13:18', '2018-09-28 16:13:18', 'When you look around the current media landscape, to says its “changed” would be an understatement. Over the past few years, there has been an explosion of new media platforms, content producers and content platforms all buttressed by technology. The sheer volume of content being produced by content creators (and who we deem as content creators) is hard to fathom and even harder to decipher in terms of its value, integrity and contribution to society. What we do know is there is an appetite for content from audiences. And no one party is more equipped to satiate those appetites than brands.\r\nAt CBX, we exist in the world of brands- how to make, shape and market them. As content becomes a more powerful and integral force in people’s lives, populating their conversations and day-today behavior, brands have an opportunity to insert themselves into those activities. But they need to do so carefully as audiences today are more discerning and apt to call BS should anything appear disingenuous or inauthentic.\r\n\r\nAt our third <strong>#StraightTalk</strong> event, where we invite thought leaders and experts we admire from their respective fields to banter and dissect a topic together, we recently welcomed two guests: <strong>Evan Minskoff, Head of Marketing </strong>at<strong> Tumblr</strong> and <strong>Bryan Tucker, Co-Founder </strong>of<strong> The Kicker </strong>and<strong> Co-Head Writer </strong>at<strong> Saturday Night Live</strong>. The topic was <strong>“Content and Culture”</strong> and each brought a somewhat similar perspective- that of a brand and a platform. The varying factor was while Saturday Night Live and The Kicker’s content come from its roster of esteemed writers and comedians, Tumblr’s content creators are its users. In a conversation with our <strong>CMO, Dustin Longstreth</strong>, both addressed this new dizzying state of brand affairs:\r\n\r\nWay back when (so maybe a few years ago?), brands had a soapbox approach to marketing. A one-way dialogue, in the form of a billboard or 60 second TV spot would convey a brand’s attributes and values leaving the consumer two choices- pay attention or don’t pay attention. Consume or don’t. Fast forward to today’s landscape where social media platforms, chat rooms and a dizzying array of ways to connect with other people dominate, brands are now forced to evolve their marketing strategies to accommodate this new era. However, many brands get it wrong; content is instead seen as a tactic that can be outsourced, brought back for a brand emblem to be applied, then delivered out into the world. This is incorrect.\r\n\r\n“The proliferation of creative expression tools has led to more open democratic platforms for people to self-express through user-generated content. Brands are now forced to think about how they want to be a part of that content – how to facilitate and fan the flames of those conversations,” says Minskoff. In an era where rabid conversations are happening – from the irreverent to the mundane to the serious- the opportunity for brands is not just in the background but to be an active player and participant in stoking those conversations. Minskoff discussed a recent campaign Tumblr did to support <strong>“March For Our Lives,”</strong> where the platform not only live-streamed the march but did a virtual march users could join in digitally as well. He believed it was important that “Tumblr put the runway in front of kids; we didn’t want to co-opt the movement.”\r\n\r\nUnderstanding who you’re trying to connect with, what they’re passionate about, and helping people further those conversations is the new form of marketing. As Tucker reiterates, “At The Kicker, we find the more specific we get, the more passionate the following. So instead of doing something broader with LeBron James, we instead do something with a Canadian hockey team and we’ll get 10 fans for life. If you can find places with communities and tap into them, that’s a good place to start.”\r\n\r\nSo if brands should now think of themselves as co-conspirators, are they supposed to provide messaging or tools? Can they do both? This is gray area that both Tumblr and The Kicker stated they were still trying to figure out, albeit with the understanding that entering and participating in conversations should be their new aim. Tucker states, “When we sit down with a brand, we look at it as partnership.” Because of the tight-knit and topics-focused community of The Kicker, its marketing department understand the value proposition of its platform and put it first. For a brand like The Kicker, their deep understanding of their nuanced community allows them to work with brands to craft the precise messaging to best impact them. On the other hand, with Tumblr’s value proposition is about “connecting people to their passion projects.” Tumblr sees itself as a tool for its users with Minskoff reiterating how the brand is constantly in pursuit of new technology to help further their goal. We wonder if perhaps Tumblr messenger is a not so distant option in our near future?\r\n\r\nTo cap off the night, both Evan and Bryan participated in a Q&amp;A with our audiences:\r\n\r\n<strong>Q: Bryan, does addressing multi-cultural audiences influence your storytelling? How in-tuned is Saturday Night Live with diversity?</strong>\r\n\r\n<strong>Bryan:</strong> Saturday Night Live has been around since 1975 and constantly renews and changes throughout its history. It has gotten more diverse, and not because of a quota, but because we wanted to tell more diverse stories.\r\n\r\n<strong>Q:  Bryan, when you create content, what is your main focus- to be funny or to think about how it will affect audiences? </strong>\r\n\r\n<strong>Bryan:</strong> It’s to be funny. And to be true to my style of funny. It’s always a collaboration and both environments are very collaborative. I think your real question is: How does a goofy white guy write for comedians like Chris Rock and Dave Chapelle? My first day on The Chris Rock Show, I asked Chris what I shouldn’t write. He said to me, “Don’t write black, write funny and I’ll make it black.”\r\n\r\n<strong>Q: Evan, what is the main driver for change at Tumblr? Is it how people are using or other influences? </strong>\r\n\r\n<strong>Evan:</strong> I’m unsure whether its technology or people that drives the change. But I would root for people. I see technology as an enabler and amplifier. If technology wasn’t what it was, I’d like to think people would still find ways to bring out those inclinations of connecting.\r\n\r\n<strong>Q: Both, how do you get brands to buy into your vision? And how to get them to talk back? </strong>\r\n\r\n<strong>Bryan:</strong> It’s a dialogue. The reason brands trust us is because we have years of experience; we have the proof of what’s worked for brands and that is our advantage.\r\n\r\n<strong>Evan:</strong> I hope that on a human level, brands are inclined to protect subcultures. We can never force brands to buy into our vision, but we can help them understand <em>their</em> vision and how <em>our</em> platform can help bring it to life. When we can understand the psychology of those brands, we can better help them achieve their goals.\r\n\r\n&nbsp;', 'StraightTalk #3 Recap: Content & Culture', '', 'inherit', 'closed', 'closed', '', '1117-revision-v1', '', '', '2018-09-28 16:13:18', '2018-09-28 16:13:18', '', 1117, 'http://cbx.cappendev.com/1117-revision-v1', 0, 'revision', '', 0),
(3468, 2, '2018-09-28 16:15:05', '2018-09-28 16:15:05', '', 'ExpoWestConventionCenter1200x800', '', 'inherit', 'open', 'closed', '', 'expowestconventioncenter1200x800', '', '', '2018-09-28 16:15:05', '2018-09-28 16:15:05', '', 1115, 'http://cbx.cappendev.com/app/uploads/2018/03/ExpoWestConventionCenter1200x800.jpg', 0, 'attachment', 'image/jpeg', 0),
(3469, 2, '2018-09-28 16:15:15', '2018-09-28 16:15:15', '<em><span style=\"font-weight: 400;\">Last week, we sent a crew of five to </span><a href=\"https://www.expowest.com/ew18/Public/Enter.aspx\"><span style=\"font-weight: 400;\">Natural Products Expo West,</span></a><span style=\"font-weight: 400;\">  one of the leading trade shows in the natural, organic and health product industry where over 80,000 industry professionals gather each year. Our team was there to mingle with a few of our clients (hi <strong>Hain, Mission, General Mills</strong> and <strong>Hormel</strong>) </span><span style=\"font-weight: 400;\">and see what’s new and trending in the natural space. Here are some thoughts from <strong>Damien Moore-Evans, our Engagement Director and Vannett Li, Strategist</strong>: </span></em>\r\n<span style=\"font-weight: 400;\">This year, more than years past, we’re seeing brands make a more concerted effort to be culturally relevant, and a greater emphasis on activations that connect with audiences in  immersive experiences that reinforce the brand’s promise. </span>\r\n\r\n<span style=\"font-weight: 400;\">While Expo West obviously showcases those in the natural and organic worlds, the breadth of brands/products and the differentiation of ingredients and benefits they’re touting only emphasizes the growing nature of this category. </span>\r\n\r\n<b>Collagen</b><span style=\"font-weight: 400;\"> was an ingredient many brands highlighted which we found interesting as it is typically associated with beauty regimes; </span><a href=\"https://www.cbinsights.com/research/beauty-tech-startup-market-map/\"><span style=\"font-weight: 400;\">however, as we know the beauty sector only continues to soar,</span></a><span style=\"font-weight: 400;\"> it makes all the more sense that collagen-infused products would find its ways to the supermarket aisle. And what to make of </span><a href=\"https://www.ft.com/content/8e01768e-2142-11e8-8d6c-a1920d9e946f\"><span style=\"font-weight: 400;\">the rise of CBD oil</span></a><span style=\"font-weight: 400;\"> which was a presence at the Expo? This makes us wonder: </span><strong>What other ingredients are people putting on their faces that could possibly be ingested? And should brands be exploring this as they innovate on product creation?</strong><span style=\"font-weight: 400;\"> Another “ingredient” (what does one call safe bacteria and yeast anyway?) is  </span><b>Probiotics</b><span style=\"font-weight: 400;\">. We all know the</span><a href=\"https://globenewswire.com/news-release/2017/01/11/905073/0/en/Global-Dietary-Supplements-Market-will-reach-USD-220-3-Billion-in-2022-Zion-Market-Research.html\"><span style=\"font-weight: 400;\"> supplements industry has been gaining popularity as of late</span></a><span style=\"font-weight: 400;\">, indicating consumers are adamant that what they are consuming not only satisfies their appetite but actually contributes to their body functionality and digestive system. In short, </span><strong>consumers don’t desire solely nourishment, they demand enhancement. </strong>\r\n\r\n<span style=\"font-weight: 400;\">The </span><a href=\"https://www.foodbusinessnews.net/articles/11452-kraft-heinz-flips-boca-burger-for-modern-age\"><span style=\"font-weight: 400;\">relaunch and rebrand efforts of Boca</span></a><span style=\"font-weight: 400;\">, the meatless burger offer from Kraft Heinz was indicative by legacy CPB brands refusing to acquiesce to</span><a href=\"http://fortune.com/2017/12/19/silicon-valley-meatless-meat/\"><span style=\"font-weight: 400;\"> technologists and innovators in Silicon Valley</span></a><span style=\"font-weight: 400;\"> on what non-meat “meats” should taste like. As one of the original leaders of the vegetarian burger, Boca is now facing fierce competition by newcomers like <a href=\"https://www.impossiblefoods.com/burger/\" target=\"_blank\" rel=\"noopener\">Impossible Burger</a>, which is backed and supported by the like Bill Gates and David Chang who know a thing or two about innovating for consumers. </span><strong>We believe the newfound interest in this category is again a reflection of the Millennial generation (soon to be the most dominant in spending power) and their discerning taste and access to choice.</strong>\r\n\r\n<b>On-the-go</b> <b>foods</b><span style=\"font-weight: 400;\">, in the form of snacks and specialized water were prominent at the Expo. Healthy snack items such as yogurt and yogurt drinks (we’re excited to see the upcoming offering from <a href=\"https://www.chobani.com/\" target=\"_blank\" rel=\"noopener\">Chobani</a>). Portability and variety was key and it was most apparent in the increase in flavor offerings from protein and granola bar brands. The continued popularity of bar brands has paved the way to the introduction “kid” friendly bars with companies such as </span><a href=\"https://www.foodbusinessnews.net/articles/11466-protein-bar-makers-see-growth-in-kids-segment\"><span style=\"font-weight: 400;\">KIND</span></a><span style=\"font-weight: 400;\"> and RX introducing their own versions. What we find interesting is the mindset and standards that consumers are applying to their own food consumption is spilling over to their their kin as well. Brands looking to enter the playing field of “kid food” should recognize the importance of tracking not just what’s popular with children’s diets but also,  their parents diets. Brands should ask themselves, </span><strong>“What food trends would parents most likely want to migrate over to their children?” </strong>\r\n\r\n<span style=\"font-weight: 400;\">While some may be apt to call it a “health and wellness” trend, </span><a href=\"http://www.cbx.com/blog/culture-drive-brands/\"><span style=\"font-weight: 400;\">as our co-worker Christina Papale addressed previously in her blog “How Culture Drives Brands”</span></a><span style=\"font-weight: 400;\">, it has become macro and is indicative of more accurately, a movement. Brands looking to capitalize on the movement should not just look at individual production creation nor even a portfolio re-assessment. </span><b>Instead, they should consider how this movement should affect the entirety of how they manufacture and market their entire brand. </b>\r\n\r\n<span style=\"font-weight: 400;\">Beyond the range of brands and products we were introduced to, the myriad of experiential activations further reiterated of one CBX’s core beliefs that the <i>experience</i> the consumer has with the brand, is the brand itself. From airstreams, food trucks, mascots and booths that touted product ingredients (Chobani and Nature’s Path) or the dominance of one ingredient over the other (<a href=\"http://www.adweek.com/brand-marketing/a-tasty-nut-butter-breaks-jellys-heart-in-tragicomic-ads-for-maranatha/\">Maranatha Butter and their “Too Good for Jelly” campaign brought to life by their Sad Jelly mascot)</a>. Activations that engaged were ones that educated and delighted, differentiating themselves from the over 3,000 other brands in attendance. Some of our favorites included the gigantic Sun Bum monkey, the flying wasps digital screen from General Mills and the instantly-noticeable energetic activation from Hippeas.</span>\r\n\r\n<span style=\"font-weight: 400;\">For CBX, an experience like Expo West always does the following - remind us of the unique ways brands are innovating and encourage us to think of how we can do the same for the brands on our roster. Whether it’s introducing a new product or finding a way to bring the products to life, it is pertinent for brands to continually seek ways to demonstrate quality, value and authenticity in what they do and how they communicate. </span><b>After all, a great brand story can only be delivered by a great brand.</b>\r\n\r\n&nbsp;\r\n\r\n&nbsp;', 'Our Thoughts on Expo West 2018', '', 'inherit', 'closed', 'closed', '', '1115-revision-v1', '', '', '2018-09-28 16:15:15', '2018-09-28 16:15:15', '', 1115, 'http://cbx.cappendev.com/1115-revision-v1', 0, 'revision', '', 0),
(3470, 2, '2018-09-28 16:15:56', '2018-09-28 16:15:56', '', 'Surfers in the sea', 'Surfer riding a wave in Bournemouth, Dorset UK. 13/02/2014.', 'inherit', 'open', 'closed', '', 'surfers-in-the-sea', '', '', '2018-09-28 16:15:56', '2018-09-28 16:15:56', '', 1113, 'http://cbx.cappendev.com/app/uploads/2018/02/offset_comp_191880-2.jpg', 0, 'attachment', 'image/jpeg', 0),
(3471, 2, '2018-09-28 16:16:03', '2018-09-28 16:16:03', '<span style=\"font-weight: 400;\">A few weeks ago, <a href=\"https://www.nytimes.com/2018/01/29/sports/baseball/cleveland-indians-chief-wahoo-logo.html\" target=\"_blank\" rel=\"noopener\">it was announced that the Cleveland Indians would put an all-stop to using the Chief Wahoo logo on their uniforms by 2019</a>. The cartoon-like logo depicting a Native American was first introduced in 1948 but over the years, the team name and symbol have been called out as insensitive and racist to Native Americans resulting in many a debate and protest. In fact, pressure to remove Cleveland Indian brand symbology has been ongoing for the past 50 years. So why the change today?</span>\r\n<span style=\"font-weight: 400;\">In our highly connected and attuned society, it is more important than ever that a brand be keyed-in and connected to the fast moving cultural barometer at-large. </span>\r\n\r\n<span style=\"font-weight: 400;\">Culture inherently moves like an ocean, its forces and waves breaking as “a storm to the norm.” Think watershed or counter-culture movements.That’s why all brands, regardless of industry, should be paying attention to cultural conversations; and if brands are smart, they will be leading changes for good vs. reacting. When a brand doesn’t keep up with culture, it runs the risk of the worst brand offense: </span><b>irrelevancy</b><span style=\"font-weight: 400;\">. We’ve seen our culture break many brands that were too slow to evolve. We’ve also seen culture reward brands that do-even if they were on the brink of extinction.</span>\r\n\r\n<span style=\"font-weight: 400;\">Brands should keep three key things in mind when riding the cultural waves of relevancy:</span>\r\n\r\n<strong>1. Brands need to be fast and flexible to stay culturally relevant</strong>\r\n\r\n<span style=\"font-weight: 400;\">Retail brands such as <a href=\"https://www.abercrombie.com/shop/us\" target=\"_blank\" rel=\"noopener\">Abercrombie &amp; Fitch</a> and <a href=\"https://www.jcrew.com/\" target=\"_blank\" rel=\"noopener\">J.Crew</a> were once attuned to how people wanted to dress and even helped dictate the trends. But as we evolved how we think about our identity and ourselves, and how we dress to communicate that identity, both companies have been slow to adapt their brand. Abercrombie and J.Crew market identifiable branded looks to masses that no longer care for identifiable branded looks. See the crazy?</span>\r\n\r\n<span style=\"font-weight: 400;\">A strong brand point of view is good only if flexes with culture. A notable example is <a href=\"https://barbie.mattel.com/shop\" target=\"_blank\" rel=\"noopener\">Barbie</a>. We witnessed culture do a number on Barbie, turning a lifestyle aspiration for countless girls into the poster child of negative stereotypes pertaining to women. In response, Barbie has been slowly shifting. We’ve seen changes in the dolls’ body dimensions, the release of a more diverse lineup and last year’s debut of man-bun Ken. Seems like Barbie is fighting hard for relevance and listening to culture...at a girl!</span>\r\n\r\n<strong>2. Brands need to deeply know their audience to stay culturally relevant</strong>\r\n\r\n<span style=\"font-weight: 400;\">The teen-centric clothing retailer</span><a href=\"https://www.brandymelvilleusa.com/\"> <span style=\"font-weight: 400;\">Brandy Melville</span></a><span style=\"font-weight: 400;\"> launched their \"one size fits all\" sizing that was perceived by many as exclusive, exclusionary, and contributing to negative body images of women. However, the brand remained steadfast in their stance, maintaining that offering one size was their way of speaking to their specific tribe. While controversial, the strategy has paid off and mobilized a loyal teen army (3.8 million on their</span><a href=\"https://www.instagram.com/brandymelvilleusa/?hl=en\"> <span style=\"font-weight: 400;\">US Instagram</span></a><span style=\"font-weight: 400;\"> alone) who love how the sizing makes it easier to shop. These evangelical fans are not only shoppers but primary content contributors, shaping the brand they love so dearly. Brandy Melville continues to ride this particularly controversial wave alongside their fan base overriding a cultural swell that isn’t quite big enough to swallow the brand whole.</span>\r\n\r\n<strong>3. Brands need to play the culture card with savvy to stay relevant (or at least stave off a massive backlash)</strong>\r\n\r\n<span style=\"font-weight: 400;\">To ride culture well, brands have to really understand the how the sea moves. Today, brand opinions can turn on a dime if a culture lens isn’t applied with utmost savvy. Leaning in the wrong way could be disastrous. And it doesn’t take much to be in and out of favor. </span>\r\n\r\n<span style=\"font-weight: 400;\">For example, </span><a href=\"http://www.pepsico.com/\"><span style=\"font-weight: 400;\">PepsiCo</span></a><span style=\"font-weight: 400;\"> waded into offensive territory with</span> <a href=\"https://www.nbcnews.com/news/nbcblk/pepsi-ad-kendall-jenner-echoes-black-lives-matter-sparks-anger-n742811\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">a television spot starring reality star Kendall </span></a><span style=\"font-weight: 400;\">Jenner last year, then stepped in it again when the announcement of their</span><a href=\"http://www.adweek.com/brand-marketing/pepsi-ceo-says-its-targeting-women-with-doritos-that-are-cleaner-and-less-crunchy/\"> <span style=\"font-weight: 400;\">“Doritos for women”</span></a><span style=\"font-weight: 400;\"> surfaced as a new snack platform.</span><a href=\"https://www.nytimes.com/2018/02/05/business/media/mlk-commercial-ram-dodge.html\"> <span style=\"font-weight: 400;\">Dodge Ram released Super Bowl spots using a speech by Rev. Dr. Martin Luther King Jr. to sell cars</span></a><span style=\"font-weight: 400;\"> and the torrential blow back through social media was fast and furious.</span>\r\n\r\n<span style=\"font-weight: 400;\">Just as fast, </span><a href=\"https://www.pirelli.com/global/en-ww/homepage\"><span style=\"font-weight: 400;\">Pirelli Tires</span></a><span style=\"font-weight: 400;\"> switched gears, trading in their traditional girlie pin-up style calendar for more meaningful culturally driven content. The</span><a href=\"https://www.nytimes.com/2015/12/03/fashion/the-2016-pirelli-calendar-may-signal-a-cultural-shift.html\"> <span style=\"font-weight: 400;\">2016 calendar shot by Annie Leibovitz</span></a><span style=\"font-weight: 400;\"> became a brand game changer that stuck, and they’re not looking back.</span>\r\n\r\n<span style=\"font-weight: 400;\">Can a brand always know when their culture card will be misplayed? Yes. And big brands have no excuse for appearing tone deaf when they have the resources and cash to obtain perfect pitch.</span>\r\n\r\n<span style=\"font-weight: 400;\">Brands either move with culture or die. If they are flexible, deeply understand their tribes, and play their culture cards with utmost savvy, they will thrive.</span>', 'How Culture Drives Brands', '', 'inherit', 'closed', 'closed', '', '1113-revision-v1', '', '', '2018-09-28 16:16:03', '2018-09-28 16:16:03', '', 1113, 'http://cbx.cappendev.com/1113-revision-v1', 0, 'revision', '', 0),
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(3473, 2, '2018-09-28 16:22:35', '2018-09-28 16:22:35', '<em>In <strong>Part 3 of our 3-Parter</strong> blog series examining packaging design, <strong>Vannett Li</strong> and <strong>Krisana Jaritsat</strong> look at emerging design cues brands are exploring as they try to stand out on both a literal and digital shelf.</em>\r\n***\r\n\r\nPackaging’s role on shelf is to attract, engage, and sell. When brick and mortar was the de facto shopping destination for consumers, standing out on  sometimes, a literal shelf in a supermarket or grocery store was one of the primary goals of how brands approached traditional packaging.  Category cliches and functional claims were prioritized over the brand resulting in a sea of uniformity and neon violators shouting “NEW”, “ORGANIC”, “IMPROVED”. Physical constraints of the shelf discouraged innovative structures. An overwhelming amount of brands assaulting the consumer from every angle prevented marketers from launching bold and daring designs in fear that the consumer won’t be able to reliably find their brand. Shopping in store was purely transactional.\r\n\r\nHowever, as shopping migrated online and e-commerce exploding, new considerations had to be made by brands. Design decisions had to reflect and address such issues such as whether your goods were sold on websites like Amazon versus DTC on your own website or how your brands would spread via social media websites like Instagram or Pinterest. However, as result, it’s never been easier and cheaper for a new brand to speak to and build a customer base solely online. Suddenly, packaging design became free from the challenges of a crowded retail environment and the strict constraints of the shelf; instead it could solely focus on engaging the consumer. Brands began utilizing programmable algorithms and digital printing to create limitless design to delight consumers. Two great examples over the past few years was <a href=\"http://www.adweek.com/brand-marketing/ad-day-absolut-143329/\" target=\"_blank\" rel=\"noopener\">Absolut Vodka</a>, one of the first brands to introduce a limited edition range of four million uniquely decorated bottles in 2012, and <a href=\"http://www.coca-colacompany.com/stories/summer-of-sharing-share-a-coke-campaign-rolls-out-in-the-us\" target=\"_blank\" rel=\"noopener\">Coca-Cola</a> which mass-personalize their bottles by replacing the logo with 250 of the most popular American names via their 2014 ‘Share a Coke’ campaign.\r\n\r\nMany other brands have taken advantage of the digital medium to create packaging that not only serves a function but further connect with their brands in interesting and experiential ways. We’ve identified three emerging visual codes – <strong>Personalized Flair, Unshackled Creativity, and No BS</strong>– that will be particularly interesting to keep an eye on.\r\n\r\n<strong>Personalized Flair</strong>\r\n\r\nWhen something is made especially for you, it is instantly more special than any mass design – no matter how many million variations may be out there. It’s exactly how you want it, no alternations or adjustments needed. More importantly you’ve invested the time to create it and the brand has invested time in getting to know you. That’s a pretty powerful bond.\r\n\r\n<a href=\"https://www.bearnakedcustom.com/BearNaked\" target=\"_blank\" rel=\"noopener\">Kellogg\'s Bear Naked</a><span style=\"font-weight: 400;\"> introduced their Custom Made Granola offering in 2016 with the help of IBM Watson. Consumers can choose from 50+ ingredients to create their custom blend or allow “Chef Watson” to suggest a blend based on their personal flavor preferences. After you finalized your custom blend, Bear Naked lets you to name your blend and select one of five bear illustrations to represent your creation.</span>\r\n\r\n<span style=\"font-weight: 400;\">Without the challenges and constraints of an in-store environment, Bear Naked’s Custom Made Granola packaging has the permission to take on a much more confident design. The Bear Naked bear is bear is front and center without being overcrowded by claims. The plastic pouch with a window has been traded up for a premium tin as communicating taste appeal is not a necessity. Paired with bold box and a handwritten note, Bear Naked’s Custom Made Granola is a superior brand experience.</span>\r\n\r\nNew York based startup <a href=\"https://www.functionofbeauty.com/\" target=\"_blank\" rel=\"noopener\">Function of Beauty</a><span style=\"font-weight: 400;\"> is giving its consumers the ability to customize their shampoo and conditioner. Consumers start with a quiz to build your hair profile and tell the brand about your hair goals. Once your profile is complete, you can customize your formulas via scent, fragrance strength and color. A couple of days later, your shampoo and conditioner arrive in a beautifully designed box with directions for washing and conditioning, a full list of ingredients, and two pumps. The inside of the box reminds you to “celebrate individuality.\"</span>\r\n\r\n<strong>Unshackled Creativity</strong>\r\n\r\n<span style=\"font-weight: 400;\">The combination of digital disruption and the increasingly design-conscious consumer have both allowed and pushed brands to tinker with any traditional notions and constraints of packaging. A website like </span><i><span style=\"font-weight: 400;\">The Dieline</span></i><span style=\"font-weight: 400;\"> provide forums for design lovers to analyze and comment on every single detail of a package from the front choices of the ingredients list, the merits logo sizes to the specific Pantone hue chosen for a carton label.</span>\r\n\r\n<a href=\"https://dirtylemon.com/\" target=\"_blank\" rel=\"noopener\">Dirty Lemon</a><span style=\"font-weight: 400;\">, a New York based beverage company specializing in detoxifying beverages infused with collagen, ginseng and charcoal, houses its liquids in bottles seemingly inspired by the artist Piet Mondrian .  The bright colors and geometric designs of the package are tailored-made for the “Instagram generation”- which may be apart of the business strategy itself.</span><a href=\"http://www.thepathmag.com/beyond-the-conventional-dirty-lemon-zak-normandins-story/\"> <span style=\"font-weight: 400;\">In an interview with the fitness and lifestyle blog</span><i><span style=\"font-weight: 400;\">, The Path</span></i></a><span style=\"font-weight: 400;\">, founder Zak Normadin (who comes from an advertising background nonetheless) admits the beginning of his product research started on Instagram, analyzing how his targeted Millennial demographic’s behavior on the platform.</span>\r\n\r\n<span style=\"font-weight: 400;\">Interestingly, with close to 60K followers currently on the platform, the brand posts very few images of the hero bottle itself and instead, choose to highlight wellness and aspirational living. However, a quick search of the brand’s hashtag reveals numerous images of the bottle, carefully art directed against a bare background or lovingly held in hand, by it consumers.  Who would’ve thought charcoal-infused water could look so beautiful?</span>\r\n\r\n<a href=\"https://www.dollarshaveclub.com/\" target=\"_blank\" rel=\"noopener\">Dollar Shave Club</a><span style=\"font-weight: 400;\">, the razor and personal grooming products, began as a VC backed company with a humble value proposition. The brand, started in 2011 by founders who met at a party, delivered razors to consumers via a monthly subscription. The products had cheeky names like “The Humble Twin” or “The Executive” (razors) and “Boogie’s” (hair products); five years later, in 2016, they were acquired by Unilever for reportedly $1 billion in cash. </span>\r\n\r\n<span style=\"font-weight: 400;\">Dollar Shave Club’s unconventional journey, beginning with a unique DTC offer was perhaps indicative of its overall unique marketing. The brand’s irreverent sense of humor is clear in its initial efforts with video marketing - one of its first videos is titled “Our Blades are F***ing Great” – to its social media-ready Welcome Kits and various packaging collateral . By understanding that not only does an unconventional brand deserve unconventional branding but that its brand voice must be consistent throughout its marketing ecosystem, Dollar Shave Club uses its packaging as a method of reiterating its brand time and time again- and often in hilarious ways. </span>\r\n\r\n<a href=\"https://www.shethinx.com/\" target=\"_blank\" rel=\"noopener\">Thinx</a><span style=\"font-weight: 400;\"> is a brand challenging not just traditional notions of product category but of how a product category can be marketed. Self described as period-proof underwear, Thinx is attempting to compete against the entire feminine product category. The majority of marketing for menstruation products is focused on empowerment, activity or the “logistics” of how the product works itself. Thinx approaches menstruation straightforwardly in both its marketing and packaging, sometimes in a cheeky manner (i.e grapefruit and eggs as subject matter, illustrated cartoons as directions) in elegantly muted and sophisticated color tones and photography. While the packages itself may not be as Instagrammable as other brands (which may be more so a result of societal attitudes towards mensturation), they do challenge how a product, often treated as a taboo product, is creatively presented, marketed and communicated about.</span>\r\n\r\n<strong>No BS</strong>\r\n\r\n<span style=\"font-weight: 400;\">Alongside bespoke-ness and creativity, we can address the opposite end of the spectrum: straight-forward, to-the-point, no BS branding. Nowadays, we are repeatedly told of the lack of loyalty customers seemingly have towards brands. The culprit?  Possibly a number of factors- newer generations valuing experiences thus paying less attention to stiff  (and the name on the stuff), more competitive pricing as a result of the number of SKU’s available, consumer desire to align with a brand’s bigger value and purpose to the world, who really knows?</span>\r\n\r\n<span style=\"font-weight: 400;\">What we do know though is the marketplace’s reaction. Not just through products made and sold but how its marketed and packaged. A recent entry into essentially the private label business is Brandless. Launched in Spring/Summer 2017, the e-commerce DTC startup offered an interesting proposition: household and food items all priced at $3. Sans logo or “name” (Is Brandless the name or the notion? Both?), the company sells its products in minimally designed packaging with the product name “Maple Syrup” and “Gel Hand Soap” featured front and centered. Not to say the designs aren’t aesthetically pleasing, they are generic yet pleasant. In bypassing all traditional norms of what constitutes the beginnings of a brand- </span><i><span style=\"font-weight: 400;\">Logo? Name? Easily identifiable aesthetic? </span></i><span style=\"font-weight: 400;\">– instead, Brandless focuses its spotlight on its unique and peerless brand proposition. Perhaps the new emerging visual code of packaging is none at all?</span>\r\n\r\n<span style=\"font-weight: 400;\">The new opportunities that digital provides for brands to connect is unprecedented and uncharted. The traditional functionality that packaging previously provided is now replaced with various ways to entertain, inform, and thoughtfully market not just the product or service being sold but additionally, the brand’s values, intentions and point of view. If done correctly, the experience and design of a package can also have a second life as an emblem for the consumer. If you’re lucky, you too may find your bottle or bag on a buyer’s Instagram’s page….and hopefully they’re remember to hashtag your brand correctly. </span>', 'Design Packaging: Emerging Visual Codes (Part 3 of 3)', '', 'inherit', 'closed', 'closed', '', '1110-revision-v1', '', '', '2018-09-28 16:22:35', '2018-09-28 16:22:35', '', 1110, 'http://cbx.cappendev.com/1110-revision-v1', 0, 'revision', '', 0),
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(3522, 2, '2018-09-28 20:56:37', '2018-09-28 20:56:37', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-09-28 20:56:37', '2018-09-28 20:56:37', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0),
(3523, 2, '2018-09-28 21:07:07', '2018-09-28 21:07:07', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-09-28 21:07:07', '2018-09-28 21:07:07', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0),
(3524, 2, '2018-09-28 21:25:55', '2018-09-28 21:25:55', '<em>In <strong>Part 2 of our 3-Parter</strong> blog series examining packaging design, <strong>Krisana Jaritsat</strong> discusses how thoughtful packaging can serve as a bigger marketing and media experience for consumers.</em>\r\n***\r\n\r\n<span style=\"font-weight: 400;\">Back in early 2016, when Evan Spiegel, the co-founder and CEO of Snapchat (or more accurately, Snap, Inc) was asked to describe his Gen Z and Millennial favored social media platform, he stated</span><a href=\"https://techcrunch.com/2016/04/30/according-to-its-cofounder-and-ceo-snapchat-is-mainly-a-camera-company/\"> <span style=\"font-weight: 400;\">“it was a camera company.”</span></a><span style=\"font-weight: 400;\"> According to a </span><a href=\"http://fortune.com/2016/04/13/snapchat-instagram-piper-jaffray/\"><span style=\"font-weight: 400;\">Piper Jaffray Report in 2016</span></a><span style=\"font-weight: 400;\">, Spiegel’s “camera company” was named the most important social network by teenagers. Not the company whose mission was to help connect the world </span><span style=\"font-weight: 400;\">(</span><a href=\"https://www.facebook.com/notes/mark-zuckerberg/building-global-community/10154544292806634/\"><span style=\"font-weight: 400;\">that would be Facebook</span></a><span style=\"font-weight: 400;\">)</span><span style=\"font-weight: 400;\"> nor the company cited years ago as an entertainment platform by its founders </span><span style=\"font-weight: 400;\">(</span><a href=\"https://techcrunch.com/2011/04/02/instagram-2/\"><span style=\"font-weight: 400;\">that would be Instagram</span></a><span style=\"font-weight: 400;\">)</span><span style=\"font-weight: 400;\">. No, the most important tool in a teenager’s arsenal was one that helped document and share their lives in ephemeral images (alongside a dancing hot dog) via their phone or a pair of circular $130 sunglasses.</span>\r\n\r\n<span style=\"font-weight: 400;\">Now certainly, what a difference the past two years make. Once a darling of the tech world, the common conversation around Snap these days ranges from whether their IPO was overvalued, can the company innovate fast enough to compete with competitors or the increasing decline of their DAU’s amongst a slew of other topics. Regardless of whichever direction Snap goes, it is inarguable that the company has been one of the most influential companies in the past few years. And that such a company self-prescribes not to the technology, media, or entertainment worlds but instead, but as a visual documentation entity, should be a telling sign of demographical taste and behavior. And perhaps Spiegel senses a bigger opportunity for his brand in planting a firm stake in the world of visual communications.</span>\r\n\r\n<span style=\"font-weight: 400;\">For those aged 36 and younger (Millennials, Gen Z and ensuing demographics downwards), there has always existed some semblance of digital communications. For those skewing on the older scale, the painful sounds of dial-up connection were the route to connecting with friends and representing oneself through a clever AIM name. Those on the younger end have never known a life without carefully curated and discerningly filtered vacation pictures, feelings and statements expressed in 126 characters or less and seeing every activity of their friends and family represented in timeline-form. For the latter group, the habit of and familiarity with documentation has naturally progressed into that of self-representation.</span>\r\n\r\n<span style=\"font-weight: 400;\">The continued rise of social media platforms, in its increasingly sophisticated forms and features, have undeniably amplified both the means and desire to “self express” and the weight and benefits of those actions. Individuals who’ve figured out how to monetize these actions become “Influencers” with the rest of us following along, sharing our lives and those brands our lives intersect with. And those companies savvy enough to understand the opportunity this new mindset provides them? Well they get to see their brands live out in a myriad of additionally beneficial ways.</span>\r\n\r\n<span style=\"font-weight: 400;\">Unsurprisingly, some of the best examples of brands creating unique ways of integrating into their consumer’s lives and personal brands are ones whose founders are apart of these generations. Brands such as Glossier, Warby Parker, Kylie Cosmetics  and Alexander Wang all provide interesting examples of leveraging their customer’s appetite for self-representation through the brands they consume. Using design as the primary tool, the brands packaging and points of purchase are tailored-made to be photographed and shared, cultivating a loyalty and affinity from its users and those literally, “Following” them.</span>\r\n\r\n<strong><i>Packaging for the ‘Gramming</i></strong>\r\n\r\n<span style=\"font-weight: 400;\">Glossier is a digital-first and youth-targeted led beauty and lifestyle brand. Google “Glossier” and you can read a myriad of glowing articles and reviews on its products, business model or Millennial founder. In the articles, a handful of “product as porn” photographs accompany the copy; face lotions and lip balms meticulously shot and angled, with sunlight bouncing off its container or sitting amongst other beautifully</span><a href=\"https://www.theguardian.com/artanddesign/shortcuts/2017/mar/22/millennial-pink-is-the-colour-of-now-but-what-exactly-is-it\"> <span style=\"font-weight: 400;\">“millennial pink”</span></a><span style=\"font-weight: 400;\"> hued products. Most likely, you’ll see them set against a “millennial pink” place mat of sorts. It all looks professionally photographed. But, look again. See the familiar Instagram frame? The image isn’t from the company. It’s an image from one of the brand’s many countless fans.</span>\r\n\r\n<span style=\"font-weight: 400;\">#glossierpink and #glossierinthewild are only two of the many hashtags on Instagram its fans tag of their newly purchased products or sometimes, of a similar pink hue they stumble upon in the world that reminds them of their preferred beauty brand. While the products themselves, which are meticulously and obsessively reviewed on many blogs and more Reddit threads you can count, are supposedly the “hero” of the brand, what’s more interesting is the community the brand has built that evangelizes the brand all on their own and mostly on visually-driven social media platforms. Creating a fan of one consumer through thoughtfully made products is great; equipping the same consumer with boxes</span><span style=\"font-weight: 400;\">,</span><a href=\"https://www.instagram.com/explore/tags/glossierstickers/\"> <span style=\"font-weight: 400;\">stickers</span></a><span style=\"font-weight: 400;\"> and place mats so they can shout out their love to their followers…who in turn, shout out their love to </span><i><span style=\"font-weight: 400;\">their </span></i><span style=\"font-weight: 400;\">followers, that’s packaging that gets extra mileage.</span>\r\n\r\n<strong><i>Equity through Affiliation</i></strong>\r\n\r\n<span style=\"font-weight: 400;\">Savvy brands understand the start of the product experience doesn’t begin solely at use. More accurately, it begins at point of purchase regardless of whether the item is bought IRL or URL. Warby Parker’s in-store retail experience and customer service is consistently lauded; but the first sole experience the buyer has with the product is the retrieval of the glasses from the Warby Parker branded cotton tote bag the purchase comes in. The glasses are the star but the package its housed in begs to be re-used and why wouldn’t you? It’s re-usable, well sized and the cache of being affiliated with a millennial-friendly non-conglomerate, socially conscious brand (as oft-told, an additional pair of glasses is donated alongside each purchase) reflects nicely off your personal brand.</span>\r\n\r\n<span style=\"font-weight: 400;\">The packaging bypasses its designated life as a disposable container. Instead, it both contributes to a more premium “un-packaging” experience and gets an extended presence into the user’s life. The brand is carried around like a badge and the user reaps the benefits of functionality and cache. And to think, it could have just been a plastic bag.</span>\r\n\r\n<strong><i>Packaging as Access</i></strong>\r\n\r\n<span style=\"font-weight: 400;\">The popularity of the Kardashian family backed, Kylie Cosmetics line has not been without its controversy. It’s faced many accusations, amongst them</span><span style=\"font-weight: 400;\">-</span><a href=\"https://www.buzzfeed.com/danielacadena/people-are-accusing-kylie-jenner-of-repackaging-old-lip-kit?utm_term=.daM1MmPe#.ywXDP3BQ\"> <span style=\"font-weight: 400;\">re-packaging old colors and re-selling them</span></a><span style=\"font-weight: 400;\"> to  </span><a href=\"http://www.allure.com/story/kylie-jenner-accused-of-copying-makeup-artist-vlada-haggerty\"><span style=\"font-weight: 400;\">re-appropriating another artists’ work</span></a><span style=\"font-weight: 400;\">. However, the brand, since its introduction in 2015 (initially as Kyle lip kits), was a hit from the start, amassing long queues of overnight campers at its sporadic pop-up shops and racking up pages of press-hype salivating at each of the brand’s product launches. Products sell out within hours of launch and social media images pop up shortly of ecstatic buyers gleefully showing off their new purchases.</span>\r\n\r\n<span style=\"font-weight: 400;\">Alongside the product itself, the branded packaging serves up opportunities for social-media driven/social-media worthy attention. Visit the brand’s</span><a href=\"http://www.kyliecosmetics.com\"> <span style=\"font-weight: 400;\">official website</span></a><span style=\"font-weight: 400;\"> or</span><a href=\"https://www.instagram.com/kyliecosmetics\"> <span style=\"font-weight: 400;\">official Instagram page</span></a><span style=\"font-weight: 400;\"> and you’ll see as many product shots as you do packaging shows – all meticulously angled and beautifully lit. </span><span style=\"font-weight: 400;\">Visit</span><a href=\"https://www.tumblr.com/tagged/kylie-cosmetics\"> <span style=\"font-weight: 400;\">any fan hashtagged paged on Tumblr</span></a> <span style=\"font-weight: 400;\">and you’ll find similar shots. The many distinct design elements that make up the brand- from its main lip logo to her cursive signature not only adorn the products and packaging but the promotional swag sold along side the products themselves.</span>\r\n\r\n<span style=\"font-weight: 400;\">The product quality itself is oft questioned but it’s undeniable that its purchasers are buying the products,</span><a href=\"http://fashionmagazine.com/beauty/kylie-lip-kit-dupes/\"> <span style=\"font-weight: 400;\">which apparently have many “dupes” in the market</span></a><span style=\"font-weight: 400;\">, for the brand equity. They’re not buying for the cosmetics, they’re buying the ability to flaunt access to the products. These coveted products are limited in quantity and only the diehard few get them…or more accurately, get to them.</span>\r\n\r\n<span style=\"font-weight: 400;\">The product provides function but the packaging serves as social currency representing access. Currency to the ‘Insta-Generation’ isn’t necessarily about high prices or exclusivity beholden to those high prices; instead it’s about accessibility. Or more accurately, the ability to access and consequent ability to document the access on social media.  </span>\r\n\r\n<strong><i>Delivery as Brand </i></strong>\r\n\r\n<span style=\"font-weight: 400;\">Collaborations between perceived high and low fashion brands have increasingly permeated the industry the past couple of years. Billed as “exclusive,” the collaborations are typically released in limited supply leading to massive re-sales on websites like Ebay sometimes hours after a launch. Similarly, “sneakerheads” have perpetuated a similar re-sale culture but not necessarily for special collaborations but new releases in general. In both cases, while most brands were initially angered by their profit margin losses due to these re-sales, some have leveraged the unique “business model” to their advantage.</span>\r\n\r\n<span style=\"font-weight: 400;\">A couple of seasons ago, streetwear inspired fashion designer Alexander Wang collaborated with Adidas to create the ‘adidas Originals by Alexander Wang Capsule Collection.’ The line was inspired by a subversive take on the storied sport branding; for instance, the Adidas logo was turned upside down and one shirt had a screen-printed contract between Wang and adidas. The guerilla-style marketing was inspired by the sporting goods re-sell market; a truck driving around New York would make stops, buoyed by seemingly obscure flyers and well-timed social media posts a few hours beforehand. Hypebeasts queued to buy the items handed to them in very distinct packaging:  black plastic garbage bags. As in the garbage bags you throw out, well…garbage in.</span>\r\n\r\n<span style=\"font-weight: 400;\">The re-sell market is a peculiar beast; it’s not necessarily illegal but it’s undoubtedly frowned upon as 13 year-old teenagers scoop up the merchandise in droves only to later sell it at 10 times the markup.</span>\r\n\r\n<span style=\"font-weight: 400;\">The entire transaction of the Alexander Wang and adidas collaboration was a nod to the re-sale culture- beginning with underground-like marketing and ending with the final garbage-bag designed encased wink to the unauthorized nature of the transactions.</span>\r\n\r\n<span style=\"font-weight: 400;\">Ultimately, brands miss out on integrating more deeply into their consumer’s lives when they fail to utilize aspects of the purchasing experience such as the transaction or packaging. It’s not a new notion that the brands consumers buy contribute to representing a certain image they want to convey; however, the proliferation of social media platforms has made self-representation easier to amplify and thus much more enticing. Last year, Instagram expanded its Instagram Direct messaging feature to incorporate a Snapchat-esque feature, Instagram Stories. When </span><a href=\"https://techcrunch.com/2017/04/11/instachat-direct/?ncid=rss\"><span style=\"font-weight: 400;\">the company’s Product Lead for Sharing was interviewed by Techcrunch</span></a><span style=\"font-weight: 400;\">, he stated “There’s a shift right now… with a generation where the main way they communicate is their camera.” If visual imagery is indeed the main way current generations are choosing to “share about” themselves, it would be in a brand’s best interest to figure out how to play a better role so they become more integral in their consumer’s day to day. And if the solution is through a more thoughtfully designed package, perhaps one ready to be photographed, what’s stopping a brand from participating?</span>\r\n\r\n&nbsp;\r\n\r\n<strong><em>Stay tuned for part 3 where we look at how different design cues can serve a bigger purpose beyond \"packaging.\"</em></strong>', 'Design Packaging: Brand as Representation (Part 2 of 3)', '', 'inherit', 'closed', 'closed', '', '1108-revision-v1', '', '', '2018-09-28 21:25:55', '2018-09-28 21:25:55', '', 1108, 'http://cbx.cappendev.com/1108-revision-v1', 0, 'revision', '', 0),
(3525, 2, '2018-09-28 21:27:16', '2018-09-28 21:27:16', '<em>In <strong>Part 1 of our 3-Parter</strong> blog series examining packaging design, <strong>Sarah Mitty</strong> explores the necessary evolution of packaging design in order to survive  our digital-driven times. </em>\r\n***\r\n\r\n<span style=\"font-weight: 400;\">It is no secret online shopping creates an entirely new purchasing journey for the consumer. What was previously a physical experience of interacting with products has now become virtual as well. Nowadays, thumbnail icons are the new shelf-presence and 3-D zoom is the equivalent to picking up a product and holding it in your hands. Now, packaging not only needs to work on shelf—but also in the digital realm.</span>\r\n\r\n<span style=\"font-weight: 400;\">While the online shopping revolution may make some nostalgic for the days of brick and mortar, online purchasing allows for exciting new opportunities in packaging functionality.</span>\r\n\r\n<strong>From Shopability to Usability</strong>\r\n\r\n<i>In-store Functionality</i>\r\n\r\n<span style=\"font-weight: 400;\">When considering in-store shopping as the primary avenue for consumer interaction, the function of package design is to attract attention on shelf and enhance the experience of in-person interaction. The purpose of packaging for in store is not only to create a visual experience but a tactile one as well.  </span>\r\n\r\n<span style=\"font-weight: 400;\">Product packaging needs to physically work in a store context. This means that a shape-shifting bag of cereal requires an upright box to sit on the shelf, a 12-pack beer needs handles so it can be easily carried and blister packs are a necessity for select products to prevent tampering.</span>\r\n\r\n<span style=\"font-weight: 400;\">Additionally, package design must aim to attract consumer attention. Through maximizing shelf space with attractive colors and unique designs, a product can stand out from the crowd; functional packaging accomplishes the feat of brand recognition. When loyal customers scan store aisles for their favorite product, they are looking for the distinct colors, imagery, and structures associated with the brand. Drastically changing packaging can be a dangerous gamble for in-store shopping. Failure to recognize brand packaging can send a message of inconsistency and confusion over brand personality and values.</span>\r\n\r\n<i>On-line Functionality</i>\r\n\r\n<span style=\"font-weight: 400;\">With the imminent move to digital from all brands, we are not far from a full-blown e-commerce takeover. It’s hard to find something that cannot be purchased online, and more products are now exclusively sold direct to consumers via brand websites.</span>\r\n\r\n<span style=\"font-weight: 400;\">Package design now often lives on a jpeg, and delivery to doorstep is the norm. Many of those with store restraints can become non-issues if products are purchased online. Packaging no longer needs to work on shelf, which means goodbye nail breaking blister packs and hello clear plastic bags of cereal.</span>\r\n\r\n<span style=\"font-weight: 400;\">While it may seem like an exaggeration, is there really problem with stamping your brand name on a non-descript bag and shipping it to consumers? Brand recognition online is all too easy—simply type “Cheerios” into Amazon and up pops every variation of the product you could ever dream of. If consumers see the iconic yellow box online, is it a problem if all they receive is a translucent bag with just the product?</span>\r\n\r\n<span style=\"font-weight: 400;\">There are pros and cons to such an approach of online packaging. A few pros: It can be much more cost efficient; by removing the extra cardboard box, the same product can be sold at a lower price. Additionally, it is much more sustainable. Ditch the box, save a tree.</span>\r\n\r\n<span style=\"font-weight: 400;\">Yet, it is not quite so simple. A possible con is that the product still needs to work in the home, and even if it doesn’t have to sit on shelf in a store, it has to sit on shelf at home. So maybe the flimsy bag of cereal will have to wait.</span>\r\n\r\n<span style=\"font-weight: 400;\">The shipping process also brings new meaning to functional packaging. Now, it is all about facilitating a speedy and damage-free journey for the product from manufacturer to consumer. Keeping products safe throughout shipping requires massive amounts of bubble wrap, cardboard, and other environmentally-damaging materials that would not have been needed in store. So, even if we got rid of the cereal box, we’d need an even stronger cardboard box around the cereal itself to protect it during shipping.</span>\r\n\r\n<span style=\"font-weight: 400;\">Perhaps playing with packaging structure in this way is something that can be explored by brands selling online. Maybe boxes for shipping can become the branded packaging itself. Or packaging can move on from the traditional box structure and take a different form entirely. Without the restrictions of the demanding store shelf, brands can become creative with package design by taking advantage of the opportunities e-commerce brings.</span>\r\n\r\n<strong>Purely Function to Functional Experience</strong>\r\n\r\n<span style=\"font-weight: 400;\">On-line shopping both breaks down barriers and creates new ones for package design. Of those broken down, flexibility in package structure may be the most substantial. Although shipping a bag of cereal may not work (yet), the idea that packaging can break out of traditional molds is an interesting consideration. Product structure can be altered off shelf to better-fit consumer wants, such as ease of use, cost efficiency, and sustainability. While these practical advancements would undoubtedly improve the lives of consumers, even more exciting is the possibility for brands to play with structure in a way that reflects brand purpose.</span>\r\n\r\n<span style=\"font-weight: 400;\">A great example is <a href=\"http://thelmastreats.com/\" target=\"_blank\" rel=\"noopener\">Thelma’s Treats</a>, a small company out of Des Moines. For their deliveries, Thelma’s uses an  innovative box structure that looks like an oven to reflect the fresh-baked cookies inside. This structure would never fit nor be effective on a store shelf due to its size and shape. Yet, since the cookies are sent directly to the home, the oven shaped package provides an exciting unboxing experience that emphasizes brand personality and values.</span>\r\n\r\n<span style=\"font-weight: 400;\">In a similar vein,<a href=\"https://www.trunkclub.com/new-york\" target=\"_blank\" rel=\"noopener\"> Trunk Club</a> provides online personal shopping assistants that send hand picked clothing selections to homes in a trunk-shaped package. Consumers experience a unique unboxing moment when they open their trunk, revealing the surprise clothing pieces their stylist selected for them. Trunk Club uses packaging to enhance user experience in a category where packaging isn’t even entirely necessary. When you shop for clothing in store, there is no packaging involved. However, Trunk Club uses a combination of clever marketing and inventive packaging to send clothing to consumers in a way that is both interactive and exciting.</span>\r\n\r\n<strong>From Excess to Eco-Friendly</strong>\r\n\r\n<span style=\"font-weight: 400;\">There is also possibility to promote sustainability through e-commerce package design. While most brands opt to go the traditional route and ship products in heavily padded cardboard boxes, there is room for innovation to better resonate with environmentally conscious consumers. People want to purchase brands that reflect their values, so consumers who care about the environment may be more partial to a brand that emphasizes sustainable initiatives such as eco-friendly packaging. Zara, for example, recently launched their “boxes with a past life” campaign. When consumers order online from Zara, their purchases arrive in a 100% recycled cardboard box. With the parallel rise of digital commerce and environmental activism, sustainable campaigns are not only smart but culturally relevant. </span>\r\n\r\n<span style=\"font-weight: 400;\">While some brands are already taking advantage of the opportunities that e-commerce packaging provides, many have still not altered their in-store packaging. Although in-store purchases account for 91% of sales, on-line sales are growing rapidly and staying ahead of the curve could have major pay offs.</span>\r\n\r\n<span style=\"font-weight: 400;\">Expect to see many more brands playing with package functionality and structure in the near future. With the unavoidable digital revolution materializing before our eyes, it is crucial to keep up with brands that are providing a superior consumer experience through innovative online packaging.</span>\r\n\r\n&nbsp;\r\n\r\n<em>Stay tuned for part 2 where we look at the new and and unique media and marketing opportunities afforded by smart and thoughtful packaging design. </em>', 'Design Packaging: Package Functionality in the Digital Age (Part 1 of 3)', '', 'inherit', 'closed', 'closed', '', '1107-revision-v1', '', '', '2018-09-28 21:27:16', '2018-09-28 21:27:16', '', 1107, 'http://cbx.cappendev.com/1107-revision-v1', 0, 'revision', '', 0),
(3526, 2, '2018-09-28 21:29:11', '2018-09-28 21:29:11', '<em>In a new three-part series, we explore the many facets of design packaging. What is its significance in the digital age? How has it changed from previous generations and what does it mean to younger generations today? And ultimately, why should brands care about any of this? Our Chief Marketing &amp; Strategy Officer, Dustin Longstreth introduces the series with his thoughts: </em>\r\n<strong>Is Your Brand Ready for the Golden Age of Packaging? </strong>\r\n\r\nDisruption. It is perhaps both the most overused and most accurate word to describe the nature of what is occurring in almost every walk of life these days. Long held standards, rules of thumb and laws of nature are being replaced, seemingly overnight, by the new, the innovative, the revolutionary.\r\n\r\nWhile we are undeniably inundated with new, there is nothing new about creative destruction. Technological advances do and will continue to destroy businesses, and even industries, but in doing so they open up far more opportunities for those willing to think creatively and redirect their efforts.\r\n\r\nThe recent shifts in the entertainment industry provide us with a great example. For decades, the two hour major theatrical release dominated. The feature film industry attracted the best talent, received the most exposure, made the most money and had the greatest cultural impact because it was the most robust, accessible, mass format. Television couldn’t compete.\r\n\r\nUntil things changed.\r\n\r\nThe coming of age of cable along with the innovation of companies like HBO and CNN set a new standard of what television could be. Things changed even more, and faster, with mass adoption of digital streaming.\r\n\r\nEnter, The Golden Age of Television. Always-on distribution via digital streaming through personal devices has wreaked havoc on what was the traditional film studio model but has opened the floodgates for endless innovation in entertainment and storytelling. Technological disruption led to new levels of creative exploration, new models for value creation and a new set of competitors – from Netflix to Amazon to Apple and AT&amp;T.\r\n\r\nWe believe the consumer packaged goods category is at this crossroads. The big box retail channels, formats and experiences that CPG packaging was designed for are in the midst of significant disruption. Tried and true ways of designing packaging and building brands are being challenged at every turn. But with the destruction of the old comes many more opportunities for the new.\r\n\r\nFor years, packaging has been a critical piece of brand communication – the one that truly needed to deliver at the first moment of truth. However, packaging for mass consumer product goods had to adhere to a number of constraints – largely driven by the big box retail channels in which they were distributed. Packaging needed to be an advertising billboard, a navigational tool to aid in shopping, a reliable means of shipping and a builder of experiential brand equity – all within the constraints of the uniformity that is required to serve the scale of the big box format.\r\n\r\nWhile brick and mortar shopping still remains dominant and many of those constraints aren’t going away anytime soon, in this series we will take a look at how new technologies and digital distribution channels are providing innovative packaging design opportunities for consumer product brands to explore. For example, as people are discovering products and brands as much through searching online as they are through browsing the aisle, how should we think about designing for the digital shelf? In our image-driven social media landscape, what are the new opportunities to design packaging that can serve as lifestyle content for consumers interested in curating their own personal brands? And what new functional packaging innovations await when designers are free to focus more on solutions for the shelves in your kitchen cabinet than the shelves at your local grocery store?\r\n\r\nWhen asked about the disruptive impact photography was going to have on art, Pablo Picasso famously responded, “Now at least we know everything that painting isn\'t.” There was no longer a need for him to paint realism. The camera had mastered it. But Picasso realized he was finally free to imagine and create everything that camera could not.\r\n\r\nDisruption in retail and CPG cannot be avoided. But a <strong>Golden Age of Packaging Design</strong> awaits for those brands with the imagination and creativity to seize it.\r\n\r\n***\r\n\r\nStay tuned as we post our first in the the series tomorrow: <em><strong>Package Functionality in the Digital World.</strong></em>\r\n\r\n&nbsp;', 'The Golden Age of Packaging', '', 'inherit', 'closed', 'closed', '', '1105-revision-v1', '', '', '2018-09-28 21:29:11', '2018-09-28 21:29:11', '', 1105, 'http://cbx.cappendev.com/1105-revision-v1', 0, 'revision', '', 0),
(3527, 2, '2018-09-28 21:31:26', '2018-09-28 21:31:26', '<p class=\"p1\"><em><span class=\"s1\">At CBX, we are rigorous in our pursuit of being at the forefont of conversations in popular culture; our aim is to ensure our work is informed by and consequently, able to contribute to it. The topic of women in higher office in business and politics has been of particular interest when we began working with <a href=\"http://www.sheshouldrun.org/\" target=\"_blank\" rel=\"noopener\">She Should Run</a>, a non-partisan organization encouraging and equipping women with the community and tools to consider running for public office. On the eve of the <a href=\"https://www.womensmarch.com/\" target=\"_blank\" rel=\"noopener\">Women\'s March</a>, in this edition of our \"Q&amp;A with...\" series, we speak with <a href=\"https://www.linkedin.com/in/erinlooscutraro/\" target=\"_blank\" rel=\"noopener\">Erin Loos Cutraro, the CEO and Co-Founder of She Should Run</a> on the importance of creating a brand that resonate in today’s communications-sensitive climate.</span></em></p>\n<p class=\"p1\"><span class=\"s1\"><b>1. Tell us what makes She Should Run unique?</b></span></p>\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> Throughout the nearly decade of She Should Run\'s work, we have been dedicated to encouraging women from all political parties, all geographies and all demographics to run for office. We firmly believe in the saying “you can’t be it if you don’t see it” so, for our sisters, mothers, and daughters, we are dedicated to getting more women to run for office - period. </span></p>\n<p class=\"p1\"><span class=\"s1\">Women view us as a safe space where they can come and simply explore what it would mean to run for office and take the time to get specific about why they are running, what it would look like and how it affects them and their families without the added pressure of having to commit to a particular political party or group right off the bat.</span></p>\n<p class=\"p1\"><span class=\"s1\">It’s also important to make it clear that we’re in this for the long haul. Our work has never been about one candidate, one office, or one election cycle. Our work is about getting more women to run for office at every level of government, which is why last year we launched #250KBY2030, our initiative to get 250,000 women running by 2030. We’re asking women to take a huge step by running for office so we decided to put our money where our mouth was and set our own huge goal.</span></p>\n<p class=\"p1\"><strong><span class=\"s1\">2. What compelled you to start She Should Run?</span></strong></p>\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> After being directly involved in politics for a number of years, I decided that it was time to change the playbook because we needed different outcomes with who we saw on the ballot across the country.</span></p>\n<p class=\"p1\"><span class=\"s1\"><b>3. What are the differences you’re seeing in how people were interacting with She Should Run before and after Nov 8, 2016?</b></span></p>\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> Women are stepping up to run for office in greater numbers than ever before, and they aren’t necessarily waiting to be asked. Before Nov 8th, 2016 we had approximately 150 women come into our programs per month, since then we’ve had more than 16,000 women join our programs. </span></p>\n<p class=\"p1\"><span class=\"s1\">We’re also seeing the number of independent women or women who don’t want to identify with a party increase. There is no one path to elected leadership and every day since the 2016 election, we\'ve seen more and more women realize that they are already qualified and ready to run for office—and there are no signs of that changing anytime soon.</span></p>\n<p class=\"p1\"><span class=\"s1\">In our private community spaces, we\'ve also seen women feel empowered to speak candidly and openly about the difficulties and challenges they\'ve faced on their journeys to elected office and on the campaign trail.</span></p>\n<p class=\"p1\"><span class=\"s1\"><b>4. In our current political, media and business landscape where precise communications is paramount, how are you framing how you talk about and contextualize She Should Run?</b></span></p>\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> It\'s increasingly important to remind folks that She Should Run is an inclusive organization. We believe that women of all backgrounds, ethnicities, abilities, and all sides of the political spectrum should have an equal opportunity to lead. Running for office isn\'t easy, so it\'s critical that we frame She Should Run as a space where women are welcome who want to run now, in 5 years, 10 years, or even later. We provide women with resources, guidance, support, and community no matter where they are on your journey. We also realize that running for office isn\'t for everyone, so we provide ways for women and men in our community, eager to support the next generation of women leaders, to take action to bring us closer to women\'s equal representation in government. </span></p>\n<p class=\"p1\"><span class=\"s1\"><b>5. CBX was introduced to She Should Run to work on the branding and messaging system, as well as ongoing design work. What do you believe is the importance of the role brand and design plays in an organization like She Should Run?</b></span></p>\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> CBX has been instrumental in helping us position ourselves as the go-to organization for women who are considering a run for office. They’ve also created a branding and messaging system that has been critical in building and sustaining our highly engaged community of supporters—their work on our 500,000 Steps campaign for example. Over 16,000 women have reached out to She Should Run since the 2016 election alone and we would not be able to provide resources and guidance to those women without their generous support.</span></p>\n<p class=\"p1\"><span class=\"s1\"><b>6. What are your plans for She Should Run for 2018?</b></span></p>\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> The status quo for women is over. 2017 was a seminal moment and we’re only going up from here that’s why the better question is what are our plans for 2030! While 2018 is going to be another step forward, a record number of women running for office, our goal is to build a She Should Run infrastructure that support women when they want to run. It may be this year or 2020 but that’s their decision. </span></p>\n<p class=\"p1\"><span class=\"s1\">But the surge of women exploring political leadership confirms that this is the right time to push for a major goal like getting 250,000 women to run by 2030. We plan to continue expanding the talent pool of women running for office in the United States while continuing to provide resources to the over 16,000 women and counting who have reached out to start their journeys to elected office with She Should Run’s programs. The need for a government that looks like the people it represents is more urgent than ever so we will also focus on making our programs accessible and attractive to even more women.</span></p>\n<em><strong>For more information on CBX\'s work with She Should Run, check our our Creative Director, Lesley Stordahl\'s interview with <a href=\"https://designobserver.com/feature/for-she-should-run-politics-today-are-all-about-the-brand/39696\" target=\"_blank\" rel=\"noopener\">AIGA\'s Design Observer</a>. </strong></em>', 'Q&A with Erin Loos Cutraro, Founder & CEO of She Should Run', '', 'inherit', 'closed', 'closed', '', '1103-autosave-v1', '', '', '2018-09-28 21:31:26', '2018-09-28 21:31:26', '', 1103, 'http://cbx.cappendev.com/1103-autosave-v1', 0, 'revision', '', 0),
(3528, 2, '2018-09-28 21:31:38', '2018-09-28 21:31:38', '<p class=\"p1\"><em><span class=\"s1\">At CBX, we are rigorous in our pursuit of being at the forefont of conversations in popular culture; our aim is to ensure our work is informed by and consequently, able to contribute to it. The topic of women in higher office in business and politics has been of particular interest when we began working with <a href=\"http://www.sheshouldrun.org/\" target=\"_blank\" rel=\"noopener\">She Should Run</a>, a non-partisan organization encouraging and equipping women with the community and tools to consider running for public office. On the eve of the <a href=\"https://www.womensmarch.com/\" target=\"_blank\" rel=\"noopener\">Women\'s March</a>, in this edition of our \"Q&amp;A with...\" series, we speak with <a href=\"https://www.linkedin.com/in/erinlooscutraro/\" target=\"_blank\" rel=\"noopener\">Erin Loos Cutraro, the CEO and Co-Founder of She Should Run</a> on the importance of creating a brand that resonate in today’s communications-sensitive climate.</span></em></p>\r\n<p class=\"p1\"><span class=\"s1\"><b>1. Tell us what makes She Should Run unique?</b></span></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> Throughout the nearly decade of She Should Run\'s work, we have been dedicated to encouraging women from all political parties, all geographies and all demographics to run for office. We firmly believe in the saying “you can’t be it if you don’t see it” so, for our sisters, mothers, and daughters, we are dedicated to getting more women to run for office - period. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">Women view us as a safe space where they can come and simply explore what it would mean to run for office and take the time to get specific about why they are running, what it would look like and how it affects them and their families without the added pressure of having to commit to a particular political party or group right off the bat.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">It’s also important to make it clear that we’re in this for the long haul. Our work has never been about one candidate, one office, or one election cycle. Our work is about getting more women to run for office at every level of government, which is why last year we launched #250KBY2030, our initiative to get 250,000 women running by 2030. We’re asking women to take a huge step by running for office so we decided to put our money where our mouth was and set our own huge goal.</span></p>\r\n<p class=\"p1\"><strong><span class=\"s1\">2. What compelled you to start She Should Run?</span></strong></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> After being directly involved in politics for a number of years, I decided that it was time to change the playbook because we needed different outcomes with who we saw on the ballot across the country.</span></p>\r\n<p class=\"p1\"><span class=\"s1\"><b>3. What are the differences you’re seeing in how people were interacting with She Should Run before and after Nov 8, 2016?</b></span></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> Women are stepping up to run for office in greater numbers than ever before, and they aren’t necessarily waiting to be asked. Before Nov 8th, 2016 we had approximately 150 women come into our programs per month, since then we’ve had more than 16,000 women join our programs. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">We’re also seeing the number of independent women or women who don’t want to identify with a party increase. There is no one path to elected leadership and every day since the 2016 election, we\'ve seen more and more women realize that they are already qualified and ready to run for office—and there are no signs of that changing anytime soon.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">In our private community spaces, we\'ve also seen women feel empowered to speak candidly and openly about the difficulties and challenges they\'ve faced on their journeys to elected office and on the campaign trail.</span></p>\r\n<p class=\"p1\"><span class=\"s1\"><b>4. In our current political, media and business landscape where precise communications is paramount, how are you framing how you talk about and contextualize She Should Run?</b></span></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> It\'s increasingly important to remind folks that She Should Run is an inclusive organization. We believe that women of all backgrounds, ethnicities, abilities, and all sides of the political spectrum should have an equal opportunity to lead. Running for office isn\'t easy, so it\'s critical that we frame She Should Run as a space where women are welcome who want to run now, in 5 years, 10 years, or even later. We provide women with resources, guidance, support, and community no matter where they are on your journey. We also realize that running for office isn\'t for everyone, so we provide ways for women and men in our community, eager to support the next generation of women leaders, to take action to bring us closer to women\'s equal representation in government. </span></p>\r\n<p class=\"p1\"><span class=\"s1\"><b>5. CBX was introduced to She Should Run to work on the branding and messaging system, as well as ongoing design work. What do you believe is the importance of the role brand and design plays in an organization like She Should Run?</b></span></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> CBX has been instrumental in helping us position ourselves as the go-to organization for women who are considering a run for office. They’ve also created a branding and messaging system that has been critical in building and sustaining our highly engaged community of supporters—their work on our 500,000 Steps campaign for example. Over 16,000 women have reached out to She Should Run since the 2016 election alone and we would not be able to provide resources and guidance to those women without their generous support.</span></p>\r\n<p class=\"p1\"><span class=\"s1\"><b>6. What are your plans for She Should Run for 2018?</b></span></p>\r\n<p class=\"p1\"><span class=\"s1\"><strong>Erin:</strong> The status quo for women is over. 2017 was a seminal moment and we’re only going up from here that’s why the better question is what are our plans for 2030! While 2018 is going to be another step forward, a record number of women running for office, our goal is to build a She Should Run infrastructure that support women when they want to run. It may be this year or 2020 but that’s their decision. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">But the surge of women exploring political leadership confirms that this is the right time to push for a major goal like getting 250,000 women to run by 2030. We plan to continue expanding the talent pool of women running for office in the United States while continuing to provide resources to the over 16,000 women and counting who have reached out to start their journeys to elected office with She Should Run’s programs. The need for a government that looks like the people it represents is more urgent than ever so we will also focus on making our programs accessible and attractive to even more women.</span></p>\r\n<em><strong>For more information on CBX\'s work with She Should Run, check our our Creative Director, Lesley Stordahl\'s interview with <a href=\"https://designobserver.com/feature/for-she-should-run-politics-today-are-all-about-the-brand/39696\" target=\"_blank\" rel=\"noopener\">AIGA\'s Design Observer</a>. </strong></em>', 'Q&A with Erin Loos Cutraro, Founder & CEO of She Should Run', '', 'inherit', 'closed', 'closed', '', '1103-revision-v1', '', '', '2018-09-28 21:31:38', '2018-09-28 21:31:38', '', 1103, 'http://cbx.cappendev.com/1103-revision-v1', 0, 'revision', '', 0);
